Towards Research University through Ambidexterity Practice: A Lecturer Perspective

The concept of ambidexterity in organization theory refers to an organization's ability to innovate in explorative manners (Duncan, 1980). Ambidexterity can be identified into structural ambidexterity and contextual ambidexterity (Tushman, O'Reilly, 1990). In small medium enterprises, for example, innovation activities take contextual form since most owners act both as entrepreneurs and business leaders (Kusumastuti, et.al., 2015), while in established corporations innovation activities generally occur in structural form. Thus research takes academic institution as its locus, within which innovation activities are mandatory for all civitas academica (academic community). The study uses mixed method for collecting data through questionnaires and in-depth interviews. It shows that university has the capacity to provide context in institutional support and remuneration system as a means stimulate lecturers and researchers to be more innovative. The scheme also provided structure at the university and faculty level as tools to coordinate and integrate research projects. The organizational learning at the individual level reflects the pattern of contextual ambidexterity process.

[1]  Retno Kusumastuti.  Membangun Keunggulan Bersaing Melalui Dual Ambidexterity Pada Lippo Karawaci: Aplikasi Multi Metodologi Cognitive MAP dan Soft Systems Methodology Kontinum Dual Imperatives , 2017 .

[2]  Wendy K. Smith,et al.  Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams , 2005 .

[3]  N Celly,et al.  Strategic ambidexterity and performance in international new ventures , 2008 .

[4]  Z. A. Zainol,et al.  The Concept of Research University: The Implementation in the Context of Malaysian University System , 2013 .

[5]  Sally M Thomas,et al.  Benchmarking the Quality of Education , 2003 .

[6]  Julian Birkinshaw,et al.  Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance , 2009, Organ. Sci..

[7]  Yuan-Chieh Chang,et al.  The determinants of academic research commercial performance: Towards an organizational ambidexterity perspective , 2009 .

[8]  M. D. M. Luzón,et al.  Ambidexterity and total quality management: towards a research agenda , 2011 .

[9]  J. Barney,et al.  Resource-Based Theory: Creating and Sustaining Competitive Advantage , 2007 .

[10]  Ahmad Sohail Lodhi,et al.  A pilot study of researching the research culture in Pakistani public universities: the academics’ perspective , 2012 .

[11]  Retno Kusumastuti,et al.  Ambidexterity learning process for exploration and exploitation: A model of hybrid ambidextrous university , 2016 .

[12]  Binh Hoa Nguyen.  Adaptation learning: An ambidextrous perspective , 2011 .

[13]  Daniel A. Levinthal,et al.  Exploration and Exploitation in Organizational Learning , 2007 .

[14]  Frans van den Bosch,et al.  Exploratory innovation, exploitative innovation and ambidexterity , 2005 .

[15]  J. Birkinshaw,et al.  Building Ambidexterity Into an Organization , 2004 .

[16]  J. Birkinshaw,et al.  Organizational Ambidexterity: Antecedents, Outcomes, and Moderators , 2008 .

[17]  M. Tushman,et al.  Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma , 2007 .