The Role of Ambidexterity in Managing Buyer–Supplier Relationships: The Toyota Case
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- Katsuki Aoki
- School of Business Administration, Meiji University, Tokyo 101-8301, Japan
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- Miriam Wilhelm
- University of Groningen, 9700 AV Groningen, Netherlands
説明
<jats:p>Most ambidexterity theories deal with managing exploration–exploitation trade-offs among business units within firms or between alliance partners, but these theories remain yet to be extended to the buyer-supplier relationship level. Through an in-depth case study of the Toyota Motor Corporation, we illustrate how buying firms can simultaneously achieve short-term and long-term benefits with their long-standing suppliers. Taking two inherently different activities as a starting point—mass production with its focus on exploitation and product development with its focus on exploration—we show that the deliberate use of ambiguity and explicitness can function as a countervailing mechanism against overemphasizing either exploration or exploitation. We also show that structural separation and structural integration are two organizational systems that can be used by buying firms to help suppliers realize ambidexterity in their operations. Finally, we argue that “requisite security” can help to motivate suppliers to address the paradoxical tensions deliberately created by buying firms.</jats:p>
収録刊行物
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- Organization Science
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Organization Science 28 (6), 1080-1097, 2017-12
Institute for Operations Research and the Management Sciences (INFORMS)
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詳細情報 詳細情報について
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- CRID
- 1360565169152323712
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- ISSN
- 15265455
- 10477039
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- データソース種別
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- Crossref
- KAKEN
