Managing Ambidextrous Organizations for Corporate Transformation: A Case Study of Fujifilm
Managing Ambidextrous Organizations for Corporate Transformation: A Case Study of Fujifilm
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管理双元组织以实现企业转型：富士胶片案例研究
DOI：
10.1111/radm.12326
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发表时间：
2018
期刊：
影响因子：
--
通讯作者：
Jun Suzuki
中科院分区：
文献类型：
--
作者：
Tomoatsu Shibata;Yasunori Baba;Jun Suzuki
允许勘探和开采活动在一个组织内共存的“双向组织”概念引起了人们的极大兴趣。我们的目标是通过引入产品可替代性的概念来推进环境组织的框架。我们最初专注于现有的核心产品的探索性产品的可替代性，提出同类相食和互补类型的ambiancius组织，并讨论其有效的管理。接下来是对富士胶片的深入案例研究，说明如何区分两种类型的氛围型组织，有效地解释了富士胶片的企业转型过程。
The concept of ambidextrous organizations, allowing exploration and exploitation activities to coexist within an organization, has attracted considerable interest. We aim to advance the framework of ambidextrous organizations by incorporating the concept of product substitutability. We initially focus on the substitutability of an exploratory product for an existing core product, propose cannibalistic and complementary types of ambidextrous organizations, and discuss their effective management. This is followed by an in‐depth case study of Fujifilm, illustrating how distinguishing between two types of an ambidextrous organization explains effectively the corporate transformation process of Fujifilm.