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Hur belöningssystem påverkar Organizational Ambidexterity: en kvantitativ undersökning på bankkontor i Skåne
Kristianstad University, School of Health and Society.
Kristianstad University, School of Health and Society.
2012 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesisAlternative title
How incentives effect Organizational Ambidexterity (English)
Abstract [sv]

Organizational Ambidexterity är ett relativt nyuppkommit begrepp och få undersökningar har gjorts kring ämnet. De tidigare undersökningar som har bedrivits har främst fokuserat på hur ledarskap framkallar Organizational Ambidexterity. Tidigare undersökning har även forskat i hur dess komponenter, utforskande och bearbetande, kan samexistera i en organisation då de två komponenterna konkurrerar om samma resurser. För att vända blicken bort från ledarens roll i en organisation att inverka på Organizational Ambidexterity, har studien fokuserat på belöningssystemets inflytande på Organizational Ambidexterity med bankorganisationer som objekt.

 

Belöningssystem förekommer i både finansiell och icke-finansiell form. Finansiella belöningar kan tillkännages som en transaktion utav finansiell ersättning vid utfört arbete. Icke-finansiell belöning är ersättning vilket inte medför direkta kostnader för en organisation. Det kan ske i form av utbildning eller beröm från chefen.

 

Studien har genomförts på så vis att de empiriska material som frambringats ska förklara om och i så fall vilka belöningssystem som motiverar organisationen att arbete i både en utforskande och bearbetande kapacitet för att uppnå Organizational Ambidexterity. Detta för att uppnå konkurrensfördelar på marknaden.

 

Teorin stödjer sig på att finansiella belöningar leder till en mer bearbetande kapacitet och icke-finansiella belöningar framkallar en mer utforskande kapacitet. De empiriska material som samlats in stödjer inte detta resonemang till fullo då det visat sig att finansiella belöningar inte används i en större utsträckning och att det inte heller leder till en mer bearbetande kapacitet. Emellertid användes de icke-finansiella belöningarna i en större utsträckning och har till viss del påvisat att det inverkar över organisationens förmåga att arbeta i en utforskande kapacitet.

Abstract [en]

Organizational Ambidexterity is a relatively new concept and few studies have been done on the subject. Previous studies have focused on how leadership develops Organizational Ambidexterity. Previous investigations have also done research into how its components, exploration and exploitation, can co-exist in an organization where the two components compete for the same resources. To turn your gaze away from the leaders’ role in organizations and how they affect Organizational Ambidexterity, this study has focused on the reward systems influence on Organizational Ambidexterity with the banking organizations as an object.

 

Reward systems are present in both financial and non-financial terms. Financial rewards are transactions of financial compensation for work performed. Non-financial rewards are compensation which does not involve direct costs to an organization. It may take the form of training or appreciation from the boss.

 

This study was conducted in such a way that the empirical material that has emerged will explain if and how the reward systems motivate the organization to work in both an exploration and exploitation capacity to achieve Organizational Ambidexterity. This is done in order achieve competitive advantages in the market.

 

The theory relies on that financial rewards will lead to more exploitative capacity and non-financial rewards elicit more exploratory capability. The empirical material collected does not support this argument in full, since it was found that financial rewards are not used to a greater extent and that financial rewards does not lead to a more exploitative capacity. However, the use of non-financial rewards to a greater extent has partially demonstrated an impact on the organizations ability to work in an exploratory capacity.

Place, publisher, year, edition, pages
2012. , 75 p.
Keyword [en]
Financial incentives, Non-financial incentives, Exploration, Exploitation, Ambidexterity
Keyword [sv]
Finansiella incitament, Icke-finansiella incitament, Utforskande och bearbetande kapacitet, Ambidexterity
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hkr:diva-9823OAI: oai:DiVA.org:hkr-9823DiVA: diva2:563366
Educational program
Degree of Bachelor of Science in Business and Economics
Uppsok
Social and Behavioural Science, Law
Supervisors
Examiners
Available from: 2012-11-06 Created: 2012-10-29 Last updated: 2012-11-06Bibliographically approved

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