Results 111 to 120 of about 12,630 (164)

Ambidextrous organization in harmony

Chinese Management Studies, 2011
PurposeThis paper is a follow‐up to the authors' first introductive article on the emerging He‐Xie management theory (HXMT), aiming to help readers better understand the concept of He‐Xie as well as the value of HXMT through several selected cases. The purpose of this paper is to illustrate the value of HXMT in helping achieve the objectives of an ...
Xuanwei Cao, Xiaojun Zhang, Youmin Xi
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Preservation and evolution: Local newspapers as ambidextrous organizations

Journalism, 2020
This study uses 48 in-depth interviews with managers, editors, and reporters at local and regional newspapers and their parent companies in four countries (Finland, France, Germany, and the United Kingdom) to examine how they discuss changes to their business models and the ways their news organizations are adapting to emerging audience-consumption ...
Joy Jenkins, Rasmus Kleis Nielsen
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THE AMBIDEXTROUS ORGANIZATION

Journal of Business Strategy, 1997
How can an executive both optimize a mature business and encourage innovation? It's not easy, as Michael L. Tushman told JBS, but it can be done.
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Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change

California Management Review, 1996
Organizations evolve through periods of incremental or evolutionary change punctuated by discontinuous or revolutionary change. The challenge for managers is to adapt the culture and strategy of their organizations to its current environment, but to do so in a way that does not undermine its ability to adjust to radical changes in that environment ...
Michael L. Tushman, Charles A. O'Reilly
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Evidence-based management for today’s “ambidextrous” organizations

Strategy & Leadership, 2018
Purpose This paper examines how evidence based management (EBM) can help managers build more flexible organizations. In the context of this article, we define the need to build for this capacity around the challenge of “ambidexterity”, or the need for companies to continue operations while also allowing for innovation.
Nicole C. Jackson, Opal M.C. Leung
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Building Multiunit Ambidextrous Organizations—A Transformative Framework

Human Resource Management, 2015
A pragmatic “holy grail” of organizational aspirations, ambidexterity is increasingly gaining the attention of executives and scholars alike, presenting them with a frame of thought and a functional strategic attitude that befits the perplexing nature of contemporary business contexts. Aiming to cover one of the most noticeable gaps in knowledge on the
Hela Chebbi, Dorra Yahiaoui, Demetris Vrontis, Alkis Thrassou   +3 more
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Ambidextrous Learning Organizations

2019
This chapter examines the structures and processes of learning organizations that are capable of engaging in both exploitative and explorative learning. Drawing on structuration theory and paradox thinking, it argues that a focus on the dynamic interplay between structure and agency, and the interdependence between opposite forces in organizations are ...
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Organizing for Continuous Innovation: On the Sustainability of Ambidextrous Organizations

Creativity and Innovation Management, 2005
Organizing for innovation does not present itself as a straightforward exercise. The complexities entailed when implementing an innovation strategy can be related directly to the multitude of objectives it comprises. Recently, several scholars have advanced the notions of semi‐ or quasi‐structures and ambidextrous organizations to handle these multiple
Bart Van Looy, Thierry Martens, Koenraad Debackere   +2 more
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The ambidextrous organization.

Harvard business review, 2004
Corporate executives must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future. This mental balancing act is one of the toughest of all managerial challenges--it requires executives to explore new opportunities even as they work diligently to ...
Charles A, O'Reilly, Michael L, Tushman
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The ambidextrous organization: integrating managers, entrepreneurs and leaders

Journal of Business Strategy, 2010
PurposeArgues that three basic archetypes – managers, entrepreneurs and leaders – must exist within the “ambidextrous organization” where a balance must be found between managing the present while preparing for the future. Introduces the MEL‐Index, a measurement tool that represents the managerial, entrepreneurial and leadership capabilities of both ...
Philip A. Dover, Udo Dierk
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