Results 261 to 270 of about 11,124 (307)

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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Introduction — The Case for Ambidextrous Organizations and Ambidextrous Leaders

2015
Ambidexterity — the use of both hands is not a new concept. The word “ambidextrous” is derived from the Latin roots ambi-, meaning “both,” and dexter, meaning “right” or “favorable.” Thus, “ambidextrous” is literally “both right” or “both favorable.” Human beings are usually born with two hands.
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The Entrepreneurial Organization Is Dynamic and Ambidextrous

2015
Whereas previous chapters of The Silicon Valley Model have dealt with human-factor aspects of the new approach to management—such as recognizing and recruiting talented people, building an entrepreneurial culture, and personal leadership—this chapter delves more deeply into the organizational aspects.
Annika Steiber, Sverker Alänge
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Explaining Ambidextrous Leadership in High Technology Organizations

Academy of Management Proceedings, 2016
Researchers have increasingly been using the term of organizational ambidexterity to denote the simultaneous use of exploration and exploitation in organizations.
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Ambidextrous Organizations in the Big Data Era

2020
Addressing the effect of big data analytics-capable information systems on organizational ambidexterity, this book investigates how these systems can be used to enhance organizational agility and flexibility, generally considered to be two key determinants of organizational ambidexterity. With a focus on the opportunities for businesses rather than the
Riccardo Rialti, Giacomo Marzi
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Ambidextrous organization and agility in big data era

Business process management journal, 2018
The purpose of this paper is to explore the effect of big data analytics-capable business process management systems (BDA-capable BPMS) on ambidextrous organizations’ agility. In particular, how the functionalities of BDA- capable BPMS may improve organizational dynamism and reactiveness to challenges of Big Data era will be explored.
Rialti, Riccardo, Marzi, Giacomo, Silic, Mario, Ciappei, Cristiano   +3 more
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The Ambidextrous Organization: Managing Simultaneously Incremental and Radical Innovation?

SSRN Electronic Journal, 2003
Ambidextrous organizations are supposed to innovate successfully both in case of evolutionary and revolutionary change through managing multiple and contradicting organizational architectures. This paper extends the theory on ambidextrous organizations through an explorative double case study of the structural and cultural aspects of successful ...
Boris Durisin, Gergana Todorova
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