Results 221 to 230 of about 23,820 (245)

Blended ambidexterity: The copresence of modes of ambidexterity in William Demant Holding

Long Range Planning, 2020
Research identifies different modes of ambidexterity (sequential, contextual and structural ambidexterity) that, however, are implicitly seen as mutually exclusive. Accordingly, the copresence of structural and contextual ambidexterity modes—here called “blended ambidexterity”—has been given little attention, although it may be characteristic of (some)
Foss, Nicolai J., Kirkegaard, Matilde F.
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Organizational Ambidexterity

2022
It is not possible for businesses to implement their strategic plans without changing them as the organizations that operate in a constantly changing environment and are not independent and nisolated from their environment. In the strategic management of organizations, it is important to organize and store all kinds of information (qualitative and ...
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AMBIDEXTERITY INC.

Business Strategy Review, 2014
Understanding an ambidextrous organisation is one thing, making it a reality is another.
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Innovation ambidexterity

Strategic Direction
Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.
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Ambidexterity

2013
Garaus, Christian   +4 more
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Green Ambidexterity

This chapter explores the concept of green ambidexterity and its implications for organizational sustainability, with a particular focus on the public sector. Drawing on a comprehensive review of empirical studies from diverse industries and geographic locations, it examines the adoption, drivers, benefits, and dynamic capabilities associated with ...
Mary Viterouli   +3 more
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Sequential ambidexterity in practice

2017
Many scholars have stressed the need for balancing exploitation with sufficient levels of exploration (Levinthal and March, 1993; March, 1991, 2006). Organizations that have a one-sided focus on exploitation by allocating resources to refinement of existing technologies rather than to developing new skills and capabilities, achieve immediate success at
de Visser, Matthias   +3 more
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