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首页> 外文期刊>Journal of business strategy >The ambidextrous manager: what role does culture play?
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The ambidextrous manager: what role does culture play?

机译：负责任的经理：文化在扮演什么角色？

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摘要

Ambidextrous managers play a crucial role in the superior competitive performance of organizations, but ambidextrous courses of action do not come naturally to managers. As outlined in this article, even when managers are alive to the evolving needs of the business environment, culturally embedded practices can block the way of managerial ambidexterity. They can promote persistence and rigidity when a pragmatic agile approach-to decision-making is called for. As the design of strategy is often disconnected from the individuals executing strategy, managers find it difficult to put into practice new initiatives, particularly when the proposed initiatives counter the underlying cultural world of the organization. We suggest that this dark side of culture can focus way too much on maximizing today's value at the expense of tomorrow's, posing tough barriers for ambidextrous action. We have identified six culturally ingrained practices: 1. top management's unwavering emphasis on cost control when survival hinges on fresh investments; 2. little or no scanning of the environment for new areas of opportunity; 3. intensive planning oriented toward efficiency issues; 4. functional structures characterized by extensive division of labor; 5. centralized control; and 6. communication through formal hierarchical channels. At AIRFYLY, these practices supported alignment to carefully designed plans, but limited managers' ability to move quickly toward new opportunities, adjust to volatile markets and avoid complacency. As the culture of AIRFLY developed over time, it encouraged compliance to the wisdom of established rules rather than giving managers the psychological safety to flout norms. The unwillingness to move away from established logics manifested in debilitating "continuities of action" (McMillan and Overall, 2016). The cultural elements made it almost impossible to pause, reflect and change strategic course: We invest huge amounts of money just on maintaining the monsters that we've built and the more monstrous they are, the more complicated they are to get rid of and bring in new technology. Once "reliable systems" are identified, they can create an illusion of stability, and then it can be difficult to embrace change even when survival is at stake. Rigidities created through cultural forces often underpin decision-making paralysis and otherwise astute managers take refuge in denial: My boss avoided noticing that we wouldn't meet the target although I'd been talking to him about it. I think the biggest challenge that we're facing is our resistance to change, our fear of change as a company. Different strategic approaches need not be viewed as irreconcilable or assumed to necessarily lead organizations into disarray. If cultural elements do not block it, managerial ambidexterity can showcase innovative approaches to reconciling trade-offs in strategic decision-making.
机译：兼任的经理人在组织的卓越竞争绩效中起着至关重要的作用，但是对经理人来说，矛盾的做法并不自然。如本文所述，即使经理对业务环境不断变化的需求充满活力，但具有文化底蕴的实践也可能会阻碍管理层的灵活性。当需要务实的敏捷决策方法时，它们可以提高持久性和僵化性。由于策略的设计通常与执行策略的个人脱节，因此经理们很难实施新的计划，特别是当建议的计划与组织的基本文化世界相抵触时。我们建议，文化的这一阴暗面可以过多地集中于以牺牲明天的价值为代价来最大化当今的价值，这为灵活行动提供了严峻的障碍。我们确定了六种在文化上根深蒂固的做法：1.当生存依赖于新投资时，高层管理人员坚定不移地强调成本控制； 2.很少或根本没有对环境进行扫描以寻找新的机会领域； 3.针对效率问题的密集计划； 4.以广泛的分工为特征的职能结构； 5.集中控制； 6.通过正式的分层渠道进行沟通。在AIRFYLY，这些实践支持与精心设计的计划保持一致，但限制了经理们迅速寻求新机会，适应瞬息万变的市场并避免自满的能力。随着AIRFLY的文化随着时间的发展，它鼓励遵守既定规则的智慧，而不是给管理者以信守道德的心理准则。不愿意摆脱既定的逻辑表现在使“行动连续性”恶化的过程中（McMillan和Total，2016年）。文化因素几乎使我们无法暂停，反思和改变战略路线：我们投入大量资金仅用于维护自己建造的怪物，它们越可怕，摆脱和带来的难度就越大。在新技术中。一旦确定了“可靠的系统”，它们就会产生一种对稳定性的幻想，那么即使生存受到威胁，也很难接受变革。由文化力量造成的僵硬往往是决策瘫痪的根源，否则精明的管理者就会拒绝承认：我的老板避免注意到尽管我一直在与他谈论这个目标，但我们没有实现目标。我认为我们面临的最大挑战是我们对变革的抵制，对公司变革的恐惧。不必将不同的战略方法视为不可调和的，也不必假定它们必然导致组织陷入混乱。如果文化因素不能阻止它，那么管理上的矛盾就可以展示出创新的方法来协调战略决策中的权衡取舍。

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  • 来源
    《Journal of business strategy》 |2017年第3期|3-9|共7页
  • 作者

    Ian R. Hodgkinson; M.N. Ravishankar; Michelle Fischer;

  • 作者单位

    Hodgkinson is Senior Lecturer in Strategy;

    School of Business and Economics, Loughborough University, Loughborough, UK;

    School of Business and Economics, Loughborough University, Loughborough, UK;

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