Management and leadership of innovation and ambidexterity in the innovative high-performance enterprises in Thailand
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2018
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2561
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eng
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application/pdf
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416 leaves
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b207554
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ผลงานนี้เผยแพร่ภายใต้ สัญญาอนุญาตครีเอทีฟคอมมอนส์แบบ แสดงที่มา-ไม่ใช้เพื่อการค้า-ไม่ดัดแปลง 4.0 (CC BY-NC-ND 4.0)
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National Institute of Development Administration. Library and Information Center
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Hachapan Uachotikoon (2018). Management and leadership of innovation and ambidexterity in the innovative high-performance enterprises in Thailand. Retrieved from: https://repository.nida.ac.th/handle/662723737/6457.
Title
Management and leadership of innovation and ambidexterity in the innovative high-performance enterprises in Thailand
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Abstract
To be innovative and high-performance are two opposing dimensions in
organizations; one requires innovativeness, another, efficiency. Innovativeness and
efficiency each requires a different and, often, contrasting set of capability and
mentality; this causes paradoxes for organizations to manage along the way.
Ambidexterity or the capabilities to maximize both dimensions is instrumental in
managing the paradoxes. This research set out to study the organizations considered to
be innovative and high-performance to explore the antecedent factors that enable
ambidexterity in these organizations.
A multi-case study was opted as the research methodology to explore fifteen
high-performance and innovative organizations; in-depth interviews were conducted
with fifteen high-ranking executives, one from each organization. These organizations
included three groups of company: 1) manufacturing corporations with over 100
innovation staff, 2) those with 51-100 innovation staff, and 3) IT/high-tech companies.
The study sought out how these ambidextrous organizations manage and lead for both
innovation and efficiency concurrently. The findings revealed six themes of the
antecedents of ambidexterity: 1) separation and dynamics of structure, 2) strategic
management, 3) systems, 4) project control procedures, 5) leadership, and 6)
knowledge. Furthermore, the top-ten ranked antecedents were identified: 1) focusing
corporate strategy on innovation and efficiency, 2) separated work unit for innovation, 3) setting directions for innovation, 4) up-front project feasibility screening, 5) timeline
control, 6) management by committee, 7) budget control, 8) integration and
cohesiveness of innovation management team, 9) innovation talent management, and
10) performance management system.
Incidentally, also identified in the research were seven themes of the antecedent
factors of innovation, i.e. 1) structure, 2) system-process-tool, 3) staff, 4) human
resource development and management, 5) leadership for innovation, 6) organizational
climate and culture, 7) knowledge, and 8) environmental elements. Furthermore, The
top-ten ranked antecedent factors of innovation were identified as follows: 1) support
for opportunities and resources, 2) leaders showing passion and/or involvement in
innovation, 3) cross-functional project teams, 4) functional expertise, 5) internal spatial
separation of structure, 6) customer insight and market intelligence, 7) keeping pace
with the latest technology, 8) technological changes as triggers for innovation, 9) flat
structure, and 10) innovation as strategy and/or core-value.
The recommendation for practices proposed the following antecedent factors
for organizations vying to be innovative and high-performance: 1) separation of
structure for innovation, 2) alignment of explorative and exploitative functions, 3)
ambidextrous strategic management, 4) scenario planning, 5) performance management
systems, 6) talent management system, 7) project control procedures and tools, 8)
separation of knowledge focus between management and frontline people, and 9)
ambidextrous leadership.
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Thesis (Ph.D. (Human Resource and Organization Development))--National Institute of Development Administration, 2018