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Evidence-based management for today’s “ambidextrous” organizations

Evidence-based management for today’s “ambidextrous” organizations This paper examines how evidence based management (EBM) can help managers build more flexible organizations. In the context of this article, we define the need to build for this capacity around the challenge of “ambidexterity”, or the need for companies to continue operations while also allowing for innovation. We present a framework to help managers create strategies that help them build ambidexterity in their organizations, whether they operate in highly regulated, compliance driven or un-regulated, non-compliance climates.Design/methodology/approachThis paper identifies four organizational design strategies each of which represents a different leadership and organization consideration that may focus on how evidence based management practices are linked to competency building (i.e., exploitation), the need innovation, or an equal balance between the two (i.e., ambidexterity).FindingsOur findings reveal that an organization’s use of data given these four strategic orientations reflect different uses of data (verifiability and codification concerns) and ways of embedding compliance and ambidexterity (exploitation vs. exploration) considerations.Practical implicationsThese four strategies help managers expose biases in their current decision-making practices, and how they subsequently may affect lifecycle, change management, and data practice in ambidexterity development.Originality/valueWhile EBM acknowledges the importance of utilizing evidence, it remains limited toward understanding how it might be used to build for ambidexterity in organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Evidence-based management for today’s “ambidextrous” organizations

Strategy & Leadership , Volume 46 (4): 9 – Jul 26, 2018

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1087-8572
DOI
10.1108/sl-03-2018-0027
Publisher site
See Article on Publisher Site

Abstract

This paper examines how evidence based management (EBM) can help managers build more flexible organizations. In the context of this article, we define the need to build for this capacity around the challenge of “ambidexterity”, or the need for companies to continue operations while also allowing for innovation. We present a framework to help managers create strategies that help them build ambidexterity in their organizations, whether they operate in highly regulated, compliance driven or un-regulated, non-compliance climates.Design/methodology/approachThis paper identifies four organizational design strategies each of which represents a different leadership and organization consideration that may focus on how evidence based management practices are linked to competency building (i.e., exploitation), the need innovation, or an equal balance between the two (i.e., ambidexterity).FindingsOur findings reveal that an organization’s use of data given these four strategic orientations reflect different uses of data (verifiability and codification concerns) and ways of embedding compliance and ambidexterity (exploitation vs. exploration) considerations.Practical implicationsThese four strategies help managers expose biases in their current decision-making practices, and how they subsequently may affect lifecycle, change management, and data practice in ambidexterity development.Originality/valueWhile EBM acknowledges the importance of utilizing evidence, it remains limited toward understanding how it might be used to build for ambidexterity in organizations.

Journal

Strategy & LeadershipEmerald Publishing

Published: Jul 26, 2018

Keywords: Organizational design; Ambidexterity-building; Evidence-based management

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