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The ambidextrous organization: integrating managers, entrepreneurs and leaders
Journal of Business Strategy, 2010PurposeArgues 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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Building Multiunit Ambidextrous Organizations—A Transformative Framework
Human Resource Management, 2015A 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 +3 more
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Projecting as a Dynamic Capability in Contextually Ambidextrous Organizations
Academy of Management Proceedings, 2012Dynamic capabilities and ambidexterity research lacks in-depth studies that explain how firms routinize the modification of their exploration/exploitation-balance.
Wolfgang H. Guettel +1 more
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A Study on Ambidextrousness of R&D Organization in ICT Companies
2020 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM), 2020The purpose of this research is to examine the reason why Japanese ICT companies have not gained competitive advantages in the global markets by focusing on the problem of R&D organizational form in innovation, especially from the perspective of ambidextrous organization.
Iori Nakaoka +4 more
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Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change
California Management Review, 1996Organizations 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, 2018Purpose 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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Dynamic Capabilities to Evolve an Ambidextrous IT Organization
2016Digital disruptions are changing the healthcare ecosystem, requiring organizations to rethink IT strategies and develop new IT competencies. This study focuses on the exploitation and exploration tension that managers face within an IT organization of a global pharmaceutical company, and their response to the related environmental exigencies in ...
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Managing an ambidextrous organization: balancing innovation and efficiency
Strategic Direction, 2016Purpose This paper aims to discuss the concept of organizational ambidexterity and how to manage the process of becoming and being an ambidextrous organization. Design/methodology/approach This paper presents the insights drawn from a set of in-depth case studies on managing organizational ambidexterity.
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IEEE Transactions on Engineering Management, 2013
Technology is the catalyst for sustainable development. In this context, a key challenge for technology organizations is to balance sustainable development with conventional, profit-driven development. However, despite its significance, such a balance has largely been overlooked in the extant literature.
Wenyu Du, Shan Ling Pan, Meiyun Zuo
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Technology is the catalyst for sustainable development. In this context, a key challenge for technology organizations is to balance sustainable development with conventional, profit-driven development. However, despite its significance, such a balance has largely been overlooked in the extant literature.
Wenyu Du, Shan Ling Pan, Meiyun Zuo
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Explaining Ambidextrous Leadership in High Technology Organizations
Academy of Management Proceedings, 2016Researchers have increasingly been using the term of organizational ambidexterity to denote the simultaneous use of exploration and exploitation in organizations.
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