{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2026,6,25]],"date-time":"2026-06-25T19:55:36Z","timestamp":1782417336986,"version":"3.54.5"},"reference-count":81,"publisher":"Emerald","issue":"1","license":[{"start":{"date-parts":[[2022,5,26]],"date-time":"2022-05-26T00:00:00Z","timestamp":1653523200000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":["JKM"],"published-print":{"date-parts":[[2023,1,12]]},"abstract":"<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Purpose<\/jats:title>\n<jats:p>Organizational incentives and structures play a crucial role in realizing explorative and exploitative innovations in firms. Existing studies have neglected the role of trade-off mechanisms between the two on innovation ambidexterity. This study aims to investigate these trade-off mechanisms and their position on innovation ambidexterity.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Design\/methodology\/approach<\/jats:title>\n<jats:p>Given the limited theoretical understanding, the authors conducted a case study with a sample of two Chinese firms with abundant interview and secondary data.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Findings<\/jats:title>\n<jats:p>The results show that firms can develop innovation ambidexterity at two levels, namely, the time and space levels, using incentive synergy as well as organizational structures. Furthermore, the authors explain the role of the trade-off between incentive synergy and organizational structure in promoting a balance between explorative and exploitative innovation.<\/jats:p>\n<\/jats:sec>\n<jats:sec>\n<jats:title content-type=\"abstract-subheading\">Originality\/value<\/jats:title>\n<jats:p>The authors propose trade-off mechanisms between incentive synergy and organizational structure and explore how trade-off mechanisms can play a role in promoting a balance of explorative and exploitative innovation at both time and space levels.<\/jats:p>\n<\/jats:sec>","DOI":"10.1108\/jkm-11-2021-0847","type":"journal-article","created":{"date-parts":[[2022,5,25]],"date-time":"2022-05-25T02:53:10Z","timestamp":1653447190000},"page":"156-177","source":"Crossref","is-referenced-by-count":22,"title":["How incentive synergy and organizational structures shape innovation ambidexterity"],"prefix":"10.1108","volume":"27","author":[{"given":"Qingqiang","family":"Zhang","sequence":"first","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]},{"given":"Xinbo","family":"Sun","sequence":"additional","affiliation":[],"role":[{"vocabulary":"crossref","role":"author"}]}],"member":"140","published-online":{"date-parts":[[2022,5,26]]},"reference":[{"issue":"3","key":"key2023011207005409600_ref001","doi-asserted-by":"publisher","first-page":"108","DOI":"10.1016\/j.jik.2017.03.007","article-title":"The effect of organizational structure on absorptive capacity in single and dual learning modes","volume":"3","year":"2018","journal-title":"Journal of Innovation & Knowledge"},{"issue":"1","key":"key2023011207005409600_ref002","first-page":"123","article-title":"A model of creativity and innovation in organizations","volume":"10","year":"1988","journal-title":"Research in Organizational Behavior"},{"issue":"4","key":"key2023011207005409600_ref003","doi-asserted-by":"publisher","first-page":"696","DOI":"10.1287\/orsc.1080.0406","article-title":"Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation","volume":"20","year":"2009","journal-title":"Organization Science"},{"key":"key2023011207005409600_ref004","doi-asserted-by":"publisher","first-page":"119714","DOI":"10.1016\/j.techfore.2019.119714","article-title":"The relationships between the internationalization of alliance portfolio diversity, individual incentives, and innovation ambidexterity: a microfoundational approach","volume":"148","year":"2019","journal-title":"Technological Forecasting and Social Change"},{"issue":"3","key":"key2023011207005409600_ref005","doi-asserted-by":"publisher","first-page":"358","DOI":"10.1002\/smj.2093","article-title":"Rewarding value-creating ideas in organizations: the power of low-powered incentives","volume":"35","year":"2014","journal-title":"Strategic Management Journal"},{"issue":"4","key":"key2023011207005409600_ref006","doi-asserted-by":"publisher","first-page":"691","DOI":"10.1111\/1467-8551.12265","article-title":"Incentives, resources and combinations of innovation radicalness and innovation speed","volume":"29","year":"2018","journal-title":"British Journal of Management"},{"key":"key2023011207005409600_ref007","volume-title":"Business Research Methods","year":"2018","edition":"5th ed."},{"issue":"2","key":"key2023011207005409600_ref008","doi-asserted-by":"publisher","first-page":"238","DOI":"10.5465\/amr.2003.9416096","article-title":"Exploitation, exploration, and process management: the productivity dilemma revisited","volume":"28","year":"2003","journal-title":"Academy of Management Review"},{"issue":"6","key":"key2023011207005409600_ref009","doi-asserted-by":"publisher","first-page":"587","DOI":"10.1002\/smj.1972","article-title":"Sailing into the wind: exploring the relationships among ambidexterity, vacillation, and organizational performance","volume":"33","year":"2012","journal-title":"Strategic Management Journal"},{"key":"key2023011207005409600_ref010","unstructured":"Brown, S. and Sneader, K. 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