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Multi-level ambidexterity in new product introduction at Tata Motors, India

Multi-level ambidexterity in new product introduction at Tata Motors, India The purpose of this paper is to explore the multi-faceted role of metaroutines in dealing with nested ambidexterity challenges experienced during new product introductions (NPIs) at Tata Motors, an Indian automotive giant.Design/methodology/approachThis study utilizes an in-depth multi-level case study highlighting the ambidexterity dynamics across strategic, business unit and functional levels.FindingsThe authors visualize the NPI system found in the firm, including the interactions between structure, process and governance, as a metaroutine. Based on this visualization, the authors argue that certain ostensive (like voice of customer, commonality) and performative (role of leadership and creative recombination) aspects of the metaroutine aid exploratory and exploitative learning across levels at Tata Motors. Further, the authors argue that the role of embedded NPI metaroutine aspects in promoting multi-level ambidexterity offers a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity.Practical implicationsThis study focuses on the aspects of the NPI metaroutine that enable ambidexterity within the studied firm. The authors argue that apart from the structural, temporal and contextual mechanisms, managers also need to focus on the nuances of NPI metaroutines and their potential to promote ambidexterity across levels.Originality/valueThe authors visualize the interactions between the process, structure and governance mechanisms, related to NPI, as a metaroutine. The authors argue that metaroutine enabled approaches to ambidexterity offer a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity. Also, metaroutine enabled ambidexterity explains a possible way through which multi-level ambidexterity can be promoted and managed within organizations. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Organizational Effectiveness: People and Performance Emerald Publishing

Multi-level ambidexterity in new product introduction at Tata Motors, India

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
2051-6614
DOI
10.1108/joepp-07-2017-0062
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to explore the multi-faceted role of metaroutines in dealing with nested ambidexterity challenges experienced during new product introductions (NPIs) at Tata Motors, an Indian automotive giant.Design/methodology/approachThis study utilizes an in-depth multi-level case study highlighting the ambidexterity dynamics across strategic, business unit and functional levels.FindingsThe authors visualize the NPI system found in the firm, including the interactions between structure, process and governance, as a metaroutine. Based on this visualization, the authors argue that certain ostensive (like voice of customer, commonality) and performative (role of leadership and creative recombination) aspects of the metaroutine aid exploratory and exploitative learning across levels at Tata Motors. Further, the authors argue that the role of embedded NPI metaroutine aspects in promoting multi-level ambidexterity offers a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity.Practical implicationsThis study focuses on the aspects of the NPI metaroutine that enable ambidexterity within the studied firm. The authors argue that apart from the structural, temporal and contextual mechanisms, managers also need to focus on the nuances of NPI metaroutines and their potential to promote ambidexterity across levels.Originality/valueThe authors visualize the interactions between the process, structure and governance mechanisms, related to NPI, as a metaroutine. The authors argue that metaroutine enabled approaches to ambidexterity offer a distinct form when compared with other academically established forms of structural, contextual and temporal ambidexterity. Also, metaroutine enabled ambidexterity explains a possible way through which multi-level ambidexterity can be promoted and managed within organizations.

Journal

Journal of Organizational Effectiveness: People and PerformanceEmerald Publishing

Published: Sep 14, 2018

Keywords: India; Metaroutines; Multi-level ambidexterity; New product introduction

References