Different Ambidextrous Learning Architectures and the Role of HRM Systems

During the past decade ambidexterity has emerged as the central research stream in organization science to investigate how organizations manage to remain successful over time. By using the lens of organizational learning, ambidexterity can be defined as the simultaneous pursuit of exploration and exploitation. However, the link between ambidexterity and the human resource management of a firm is still a blind spot on the ambidexterity research map. To shed light on this issue, we show how different ambidextrous learning architectures can be created and maintained by the means of consistent HRM systems. By doing so, we show how HRM systems as specific bundles of HRM practices facilitate ambidextrous learning. Thereby we emphasize the challenge of creating and sustaining the horizontal and vertical fit of an HRM system with regard to different ambidextrous designs.Ambidexterity; Exploration; Exploitation; Organizational Learning; HRM; Strategic Human Resource Management

Aligning the design of intermediary organisations with the ecosystem

Intermediary organisations such as technology transfer organisations (TTOs) are an important mechanism of open ecosystem governance, as they support how ecosystem participants search for knowledge. While scholars have identified TTO activities to support knowledge search, little is known about how these activities relate to the struc-tural dimensions of TTOs or ecosystem-level factors. We propose that ecosystem search scope and problem complexity are key ecosystem- level factors that influence how TTOs support knowledge search. We further argue that coupling, specialisation, centralisation, and forma-lisation are the key structural dimensions of TTOs. We combine these arguments to develop TTO designs that detail the interplay of the structural dimensions and activities of a TTO given varying ecosys-tem-level factors. Our paper contributes to research on the open governance of ecosystems, ecosystem structures, and the ecosystem structure–intermediary organisations relation

Sheep in Wolf’s Clothing: The Role of Artifacts in Interpretive Schema Change

In this paper, we investigate the role of artifacts in a failed project that aimed at implementing a new culture of dealing with errors in a hospital by transferring safety standards from the aviation industry. We apply the interpretative method of objective hermeneutics to elucidate the role of artifacts as linking pins between diverging interpretive schemata and collective action during attempts to modify organizational routines. In particular, we show how the implementation of artifacts may serve as a means to satisfy a new espoused schema, while at the same time they are created and interpreted in ways that strengthen the old enacted schema. Although on the surface everyone would appreciate changes in treatment routines that help to avoid errors, the guiding norms of individual vigilance and self-centeredness, a culture that emphasizes hierarchy as a core value as well as the lack of sanctions for enacting the old schema led to a situation where the new espoused schema was never enacted. Instead, artifacts were used to stabilize a divergence between espoused and enacted schemata. Failure remained a cultural taboo.(VLID)342667