Ambidexterity, performance and environmental dynamism
研究了组织双元性（同时探索新机会和利用现有流程的能力）与制造绩效（基于沙锥模型）的关系，并分析了环境稳定性与动态性对此关系的影响。基于231家西班牙制造企业的数据，发现双元性显著提升绩效，且在动态环境中效果更强。
Purpose The purpose of this paper is to examine the relationship between organizational ambidexterity, the ability of companies to explore new and to exploit existing processes simultaneously, and manufacturing performance as represented by the sand cone model. Moreover, the paper analyses the impact of stable and dynamic environments on this relationship. Design/methodology/approach A set of research questions are tested using structural equation modeling on a sample of 231 Spanish manufacturing companies. Findings Results illustrate a significant relationship between ambidexterity as the basis and enabler for manufacturing performance improvements, building on the sand cone model and its dimensions of quality, delivery, cost, and flexibility. This relationship is further emphasized when companies work in a dynamic environment. Practical implications The study contributes to practice by investigating the important and yet under-explored relationships of ambidexterity, the sand cone model, performance, and a company’s wider market environment. Findings suggest a positive relationship between the sand cone model and ambidexterity capability. Originality/value This study adds to the limited theoretical and empirical understanding of the relationships between ambidexterity, the sand cone model, environmental dynamism, and performance. It also contributes through a set of empirical data derived from Spanish manufacturing companies.