Ambidexterity in knowledge acquisition: a middle management exercise in firm administration

Jie Xiong, Peiran Su

Research output: Contribution to conferencePaper

Abstract

We propose a conceptual framework to explain how middle managers conduct knowledge inflow management in order to facilitate organizational ambidexterity. The framework comprises two dimensions: knowledge acquisition orientation (which refers to knowledge acquisition being internal or external to a business unit) and knowledge acquisition activities (which include the use of structural and contextual mechanisms to receive knowledge inflows). We interviewed 64 informants to obtain data on three foreign hypermarket retailers in China. Our findings suggest that middle managers manage vertical knowledge inflows (top-down and bottom-up) and horizontal knowledge flows by utilizing individual components of structural and contextual mechanisms. These two types of mechanisms facilitate middle managers’ ability to achieve ambidexterity at the business-unit level, which facilitates organizational ambidexterity.
Original languageEnglish
Publication statusPublished - 2013
Externally publishedYes
Event27th Annual British Academy of Management Conference: Managing to Make a Difference - Aintree Racecourse, Liverpool, United Kingdom
Duration: 10 Sep 201312 Sep 2013
https://www.bam.ac.uk/civicrm/event/info?id=1161

Conference

Conference27th Annual British Academy of Management Conference
Abbreviated titleBAM 2013
CountryUnited Kingdom
CityLiverpool
Period10/09/1312/09/13
Internet address

Fingerprint

Exercise
Middle management
Knowledge acquisition
Ambidexterity
Middle managers
Organizational ambidexterity
Bottom-up
Retailers
Knowledge flow
Top-down
China
Hypermarkets
Conceptual framework

Cite this

Xiong, J., & Su, P. (2013). Ambidexterity in knowledge acquisition: a middle management exercise in firm administration. Paper presented at 27th Annual British Academy of Management Conference, Liverpool, United Kingdom.
Xiong, Jie ; Su, Peiran. / Ambidexterity in knowledge acquisition : a middle management exercise in firm administration. Paper presented at 27th Annual British Academy of Management Conference, Liverpool, United Kingdom.
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Xiong, J & Su, P 2013, 'Ambidexterity in knowledge acquisition: a middle management exercise in firm administration' Paper presented at 27th Annual British Academy of Management Conference, Liverpool, United Kingdom, 10/09/13 - 12/09/13, .

Ambidexterity in knowledge acquisition : a middle management exercise in firm administration. / Xiong, Jie; Su, Peiran.

2013. Paper presented at 27th Annual British Academy of Management Conference, Liverpool, United Kingdom.

Research output: Contribution to conferencePaper

TY - CONF

T1 - Ambidexterity in knowledge acquisition

T2 - a middle management exercise in firm administration

AU - Xiong, Jie

AU - Su, Peiran

PY - 2013

Y1 - 2013

N2 - We propose a conceptual framework to explain how middle managers conduct knowledge inflow management in order to facilitate organizational ambidexterity. The framework comprises two dimensions: knowledge acquisition orientation (which refers to knowledge acquisition being internal or external to a business unit) and knowledge acquisition activities (which include the use of structural and contextual mechanisms to receive knowledge inflows). We interviewed 64 informants to obtain data on three foreign hypermarket retailers in China. Our findings suggest that middle managers manage vertical knowledge inflows (top-down and bottom-up) and horizontal knowledge flows by utilizing individual components of structural and contextual mechanisms. These two types of mechanisms facilitate middle managers’ ability to achieve ambidexterity at the business-unit level, which facilitates organizational ambidexterity.

AB - We propose a conceptual framework to explain how middle managers conduct knowledge inflow management in order to facilitate organizational ambidexterity. The framework comprises two dimensions: knowledge acquisition orientation (which refers to knowledge acquisition being internal or external to a business unit) and knowledge acquisition activities (which include the use of structural and contextual mechanisms to receive knowledge inflows). We interviewed 64 informants to obtain data on three foreign hypermarket retailers in China. Our findings suggest that middle managers manage vertical knowledge inflows (top-down and bottom-up) and horizontal knowledge flows by utilizing individual components of structural and contextual mechanisms. These two types of mechanisms facilitate middle managers’ ability to achieve ambidexterity at the business-unit level, which facilitates organizational ambidexterity.

UR - https://www.bam.ac.uk/sites/bam.ac.uk/files/BAM2013_Conference%20_Programme.pdf

M3 - Paper

ER -

Xiong J, Su P. Ambidexterity in knowledge acquisition: a middle management exercise in firm administration. 2013. Paper presented at 27th Annual British Academy of Management Conference, Liverpool, United Kingdom.