AN EMPIRICAL EXAMINATION OF THE RELATIONSHIP BETWEEN ORGANIZATIONAL AMBIDEXTERITY AND LONG TERM ORGANIZATIONAL GROWTH : EVIDENCE FROM THE PHARMACEUTICAL INDUSTRY

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  • Suzuki Osamu
    関西学院大学専門職大学院経営戦略研究科

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  • Organizational ambidexterityと組織の長期的成長との関係 : 医薬品産業を題材とした実証分析
  • Organizational ambidexterity ト ソシキ ノ チョウキテキ セイチョウ ト ノ カンケイ : イヤクヒン サンギョウ オ ダイザイ ト シタ ジッショウ ブンセキ

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Abstract

Organizational ambidexterity is a burgeoning field of research. Particularly, scholars have actively studied performance benefits of organizational ambidexterity to show that organizational ambidexterity positively influences firm performance. However, most research examines short term performance benefits over one to three years, rather than long term ones, while it is originally argued that organizations gain long term benefits by simultaneously pursuing exploitation and exploration, ensuring the system survival and prosperity. Furthermore, although scholars argue that the degree of environmental dynamism influences the importance of organizational ambidexterity, the way in which globalization of competitive environments influences the relationship between organizational ambidexterity and firm performance is still underexplored. Our empirical analyses of 50 global as well as Japanese pharmaceutical firms' new product developments in the Japanese market show that organizational ambidexterity negatively influences long term firm performance. The negative association between organizational ambidexterity and firm performance is also observed under the moderating influence of globalization. By uncovering some conditions under which organizational ambidexterity does not enable favorable firm performance, we argue for a contingency perspective on organizational ambidexterity.

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