The Road To Establishing The Ambidextrous Organization From An Strategic Entrepreneurship Perspective

With the increase of organizational environment turbulent,market pattern is hard to predict,the increasingly fierce competition become the new normal for the business world.In this context,it is difficult for enterprises to achieve reform and innovation through the established strategy once and for all.Whether it is a single mining of internal resources to reform,or simply seek external opportunities for innovation,companies can not achieve the complementary balance between exploration and development.Especially for the manufacturing enterprises,on the one hand rely on technology to introduce the "ceiling effect"gradually appear,the competitive advantage is difficult to sustain;on the other hand too much emphasis on innovation,and may fall into the "exploration-failure-no return change" in the vicious circle.Therefore,how to coordinate the relationship between exploration and development,to set up the ambidextrous organization to obtain sustainable development,has become a theoretical and practical issue of common concern.Based on the practical problems faced by Chinese manufacturing enterprises,we use the theory of strategic entrepreneurship as a guide to conduct a multi-case study of the road to establishing ambidextrous organization.Therefore,we selected Haier,Huawei and Xiaomi three companies as a research object,in-depth analysis of these enterprises can simultaneously identify opportunities and establish the advantages of the reasons and evolution path.The study found that:Firstly,the executive team cognitive and behavioral integration collaborative coupling,together to become a driving force for strategic entrepreneurship.Secondly,The different leadership styles of the executive team influence the construction of the ambidextrous organization by changing the combination of strategic entrepreneurial elements.Thirdly,strategic entrepreneurship consists of four core elements:organizational learning,network relations,strategic updating and business model Reengineering.These elements are combined in a complementary way,making it possible for companies to synchronize search opportunities and advantages.Fourthly,the dynamic capabilities positively affect the relationship between strategic entrepreneurship and ambidextrous organization.Fifthly,the entrepreneurial environment props up the construction of the ambidextrous organization.Last but not the least,ambidextrous organization construction is the strategic entrepreneurial elements of the process of collaborative evolution.Its evolutionary path along the "Cell organization-Transitional organization-Ambidextrous organization" direction leaping development.Based on the theory of strategic entrepreneurship,we examine the factors that influence the road to establishing the ambidextrous organization,and confirm the relationship between these factors in multi-case studies.Our research not only enriches the theory of ambidextrous organization,but also provides a new direction and perspective for the sustainable competitive advantage of Chinese enterprises,especially manufacturing enterprises.In addition,we conduct case studies on companies that have continued to innovate and create a multi-level model.On this basis,we analyze and summarize the path of these enterprises to establish the ambidextrous organization,the purpose is to provide a way for the latecomer firm to find a suitable balance between the exploration and development.