英文摘要 |
Organizational ambidexterity is an important concept when an organizationbalances two contradictory and conflicting agendas. Two dimensions that appearoften in the organizational ambidexterity are exploration and exploitation. Thisstudy attempts to investigate this issue theoretically and practically by employingthe developmental history of CSC (China Steel Corporation of Taiwan) Group asthe study case. This involves discourse analysis the strategic entrepreneurship,developmental trajectory, and entrepreneurial performance of CSC Group in itsdifferent stages in concert with the theoretical foundation of organizationalambidexterity. Results indicate that firms in the entrepreneurial early, through theexploration capabilities to develop business territory; late start, constructsexploitation capabilities to create sustainable advantage. Moreover, firms in adynamic environment, the need to synchronize think about both the exploration andexploitation of ambidexterity strategy to continued establishment competitive advantage. Finally, a firm's ambidextrous strategy of exploration and exploitationis positively associated with a firm's entrepreneurial performance. Firms shouldmake the appropriate resources for the entrepreneurial to pursue sustainableperformance. |