Ambidexterity and Public Organizations: A Configurational Perspective

A general assumption in public sector research is that public organizations have to be efficient and innovative to overcome challenges such as demographic changes and digitization. This argument has been discussed in light of ambidexterity theory, for example. However, only little public sector research has focused on “how” public organizations reach ambidexterity. We take this question into account and focus on design and leadership conditions that are necessary or sufficient for ambidexterity. More precisely, the main question of this article is: Which combination of leadership and design conditions plays a role for ambidexterity in public organizations? We theoretically rely on the concept of ambidexterity, collected data in Belgian public cultural centers, and analyzed the data via the set-theoretic method Qualitative Comparative Analysis (QCA). We can conclude from our analysis that six different combinations of design and leadership conditions were found to be sufficient for ambidexterity in our dataset. What is more is that public organizations combine design and leadership conditions of both structural and contextual ambidexterity to balance simultaneously exploitation and exploration. Hereby this article provides new theoretical and empirical insights and offers opportunities for further ambidexterity research in public organizations

Candidate gene resequencing in a large bicuspid aortic valve-associated thoracic aortic aneurysm cohort: SMAD6 as an important contributor

Bicuspid aortic valve (BAV) is the most common congenital heart defect. Although many BAV patients remain asymptomatic, at least 20% develop thoracic aortic aneurysm (TAA). Historically, BAV-related TAA was considered as a hemodynamic consequence of the valve defect. Multiple lines of evidence currently suggest that genetic determinants contribute to the pathogenesis of both BAV and TAA in affected individuals. Despite high heritability, only very few genes have been linked to BAV or BAV/TAA, such as NOTCH1, SMAD6, and MAT2A. Moreover, they only explain a minority of patients. Other candidate genes have been suggested based on the presence of BAV in knockout mouse models (e.g., GATA5, NOS3) or in syndromic (e.g., TGFBR1/2, TGFB2/3) or non-syndromic (e.g., ACTA2) TAA forms. We hypothesized that rare genetic variants in these genes may be enriched in patients presenting with both BAV and TAA. We performed targeted resequencing of 22 candidate genes using Haloplex target enrichment in a strictly defined BAV/TAA cohort (n = 441; BAV in addition to an aortic root or ascendens diameter = 4.0 cm in adults, or a Z-score = 3 in children) and in a collection of healthy controls with normal echocardiographic evaluation (n = 183). After additional burden analysis against the Exome Aggregation Consortium database, the strongest candidate susceptibility gene was SMAD6 (p = 0.002), with 2.5% (n = 11) of BAV/TAA patients harboring causal variants, including two nonsense, one in-frame deletion and two frameshift mutations. All six missense mutations were located in the functionally important MH1 and MH2 domains. In conclusion, we report a significant contribution of SMAD6 mutations to the etiology of the BAV/TAA phenotype

What drives product-service integration? An abductive study of decisionmakers’ motives and value strategies

Many firms struggle to successfully translate corporate strategy into value-added solutions for customers by integrating products and services. A particular hurdle is the intrinsic motivation of the people in charge. This study contributes to the microfoundations of servitization literature by exploring what motives and strategies drive decision-makers to pursue product-service integration (PSI). Given the fragmented state of the literature, we follow an abductive approach. First, applying a behavioral strategy lens, we identify the theoretical building blocks to construct a conceptual framework. Next, we collect data of 178 small, Belgian firms to perform an exploratory quantitative analysis. Finally, we develop theory based on the results. Specifically, we find that the need for achievement and affiliation are both directly and positively associated with PSI. Also, achievement driven people are likely to pursue PSI, originating from a product leadership position. Finally, the power motive is positively associated with operational excellence, but not with PSI