Academic journal article Asian Social Science

Research on Industry-University-Institute Cooperation Innovation in China from Perspective of Ambidexterity Theory

Academic journal article Asian Social Science

Research on Industry-University-Institute Cooperation Innovation in China from Perspective of Ambidexterity Theory

Article excerpt


From view of ambidexterity theory, this paper studied the base, impetus and characteristics for industry-university-institute cooperation entity to achieve ambidexterity crossing boundaries, and discussed the causes and obstacles of ambidexterity ability construction in Industry-University-Institute Cooperation. We found that there should be distinct knowledge process and ambidextrous mode in China different cooperation forms and if industry-university-institute cooperation entities explored comparative advantages of each other, they should supply suitable factors according to different ambidextrous mode.

Keywords: Ambidexterity, Industry-university-institute cooperation, Cross-boundary, Innovation

1. Introduction

Nowadays, the development environment of enterprises becomes dynamic and complex. In order to adapt, the enterprises should not only develop the ability of using the existing knowledge, but also need to explore new technical knowledge and develop new products to build the capacity for future development (Simsek, 2009, pp.597-624).

Ambidexterity of the Organization is a research focus of the management science in recent years and becoming widely used in strategic alliances, technological innovation, new product development, market development and other research areas. This theory is likely to become a main research paradigm (Raiseh, 2008, pp.375-409). Some scholars have studied the nature, content, building mechanisms, consequences and the adjust variables of the ambidexterity (Raiseh, 2008, pp.375-409; Zeki, 2009, pp.864-894). But these researches focused on a single organization. Only a few studies put emphasis on the cross-organization or use the ambidexterity theory to study the Industry-University-Institute Cooperation. Therefore, this paper attempted to provide a new research perspective and a new interpretation for study of Industry-University-Institute cooperation with ambidexterity theory, and some policy proposals for the promoting of the cooperation and innovation were made.

2. Ambidexterity and ambidextrous organization

The Ambidexterity can be understood as the hands of a person, and a man can use his hands to deal with two matters effectively at the same time, and it also means that organization can implement two different or even competing activities at the same time. The two activities can be exploration and development (Simsek, 2009, pp.597-624). Duncan (1976, pp.167-188) firstly used the ambidexterity to study the organization and he claimed that part of the organization should be focus on the exploration, and other part should be focus on the development to response in the complex environment (Duncan, 1976, pp.167-188). March (1991, pp.71-87) described the learning on the exploration and the development systematic. Tushman and O'Reilly (1996, pp.8-30) made a further development on the research of ambidexterity. They thought that the capabilities, the systems, the incentive processes and the culture must be match to the sub-unit of the organization (Tushman, 1996, pp.8-30).The development use the existing knowledge and capacity to provide services to the existing markets and customers. But the exploration builds the new knowledge, capacity and products to provide services to new market or potential customers (March, 1991, pp.71-87; Tushman, 1996, pp. 8-30; Levinthal, 1993, pp.95-112). Long-term success organizations are often Ambidextrous, and they have not only the ability to compete in the current market but also the ability to reconstruct the assets and organization to adapt to new markets (O'Reilly, 2008, pp.185-206; Tushman, 1996, pp.8-30). According to the channels of be ambidextrous, we proposed the structure-based ambidextrous organization, context ambidextrous Organization and leadership perspective ambidextrous Organization.

2.1 Structure-based ambidextrous organization

There are two types of sub-units in the organization, and one part of the sub-units is responsible for exploration and the others are responsible for the development. …

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