Journal articles: 'Ambidextrous Organizations'

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Sinha, Sabyasachi. "Managing an ambidextrous organization: balancing innovation and efficiency." Strategic Direction 32, no. 10 (October 10, 2016): 35–37. http://dx.doi.org/10.1108/sd-05-2016-0061.

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Purpose 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. Findings Organizational ambidexterity is facilitated by an ambidextrous top-management team, and some of the mechanisms used to balance organizational ambidexterity are ambidextrous posturing of the top management, having innovation and efficiency champions across the hierarchy, adopting a portfolio- approach, and linking efficiency-activities and innovation-activities. Practical implications Practicing managers of both large organizations and start-up firms can use the normative guideline suggested in this paper if they are attempting to balance efficiency and innovation activities. Originality/value This papers provides granular insights on how to manage organizational ambidexterity based on experiences of organizations which have been successful in their attempt to be ambidextrous.

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Jackson, Nicole C., and Opal M. C. Leung. "Evidence-based management for today’s “ambidextrous” organizations." Strategy & Leadership 46, no. 4 (July 16, 2018): 28–36. http://dx.doi.org/10.1108/sl-03-2018-0027.

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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. We present a framework to help managers create strategies that help them build ambidexterity in their organizations, whether they operate in highly regulated, compliance driven or un-regulated, non-compliance climates. Design/methodology/approach This paper identifies four organizational design strategies each of which represents a different leadership and organization consideration that may focus on how evidence based management practices are linked to competency building (i.e., exploitation), the need innovation, or an equal balance between the two (i.e., ambidexterity). Findings Our findings reveal that an organization’s use of data given these four strategic orientations reflect different uses of data (verifiability and codification concerns) and ways of embedding compliance and ambidexterity (exploitation vs. exploration) considerations. Practical implications These four strategies help managers expose biases in their current decision-making practices, and how they subsequently may affect lifecycle, change management, and data practice in ambidexterity development. Originality/value While EBM acknowledges the importance of utilizing evidence, it remains limited toward understanding how it might be used to build for ambidexterity in organizations.

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Rialti, Riccardo, Giacomo Marzi, Mario Silic, and Cristiano Ciappei. "Ambidextrous organization and agility in big data era." Business Process Management Journal 24, no. 5 (September 3, 2018): 1091–109. http://dx.doi.org/10.1108/bpmj-07-2017-0210.

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Purpose 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. Design/methodology/approach A theoretical analysis of the potential of BDA-capable BPMS in increasing organizational agility, with particular attention to the ambidextrous organizations, has been performed. A conceptual framework was subsequently developed. Next, the proposed conceptual framework was applied in a real-world context. Findings The research proposes a framework highlighting the importance of BDA-capable BPMS in increasing ambidextrous organizations’ agility. Moreover, the authors apply the framework to the cases of consumer-goods companies that have included BDA in their processes management. Research limitations/implications The principal limitations are linked to the need to validate quantitatively the proposed framework. Practical implications The value of the proposed framework is related to its potential in helping managers to fully understand and exploit the potentiality of BDA-capable BPMS. Moreover, the implications show some guidelines to ease the implementation of such systems within ambidextrous organizations. Originality/value The research offers a model to interpret the effects of BDA-capable BPMS on ambidextrous organizations’ agility. In this way, the research addresses a significant gap by exploring the importance of information systems for ambidextrous organizations’ agility.

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KOLLMANN, TOBIAS, ANDREAS KUCKERTZ, and CHRISTOPH STÖCKMANN. "CONTINUOUS INNOVATION IN ENTREPRENEURIAL GROWTH COMPANIES: EXPLORING THE AMBIDEXTROUS STRATEGY." Journal of Enterprising Culture 17, no. 03 (September 2009): 297–322. http://dx.doi.org/10.1142/s0218495809000370.

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This paper applies ambidextrous management to entrepreneurial growth companies. Ambidexterity aims at overcoming organizational inertia that threatens organizational survival. The concept is typically applied to established corporations in order to cure existing inertia. However, ambidextrous management may also help to avoid the emergence of inertia in entrepreneurial growth companies. We therefore discuss ambidexterity against the background of entrepreneurial growth companies and reveal how it can be used to build sustainable organizations. Our reasoning is based on organization science and entrepreneurship theory; in doing so we derive two groups of theoretical propositions explaining the antecedents of emergence and the antecedents of success of ambidextrous management in entrepreneurial growth companies.

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Cannaerts, Nele, Jesse Segers, and Erik Henderickx. "Ambidextrous design and public organizations: a comparative case study." International Journal of Public Sector Management 29, no. 7 (October 10, 2016): 708–24. http://dx.doi.org/10.1108/ijpsm-12-2015-0210.

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Purpose The purpose of this paper is to explore how public cultural organizations use ambidextrous design to balance exploitation and exploration given their organizational structure that mainly stimulates exploitation. Design/methodology/approach The authors use an abductive methodology and, perform an in-depth comparative case study. The data sample consists of two Belgian public cultural centers located in the Flemish area. In all, 21 semi-structured interviews where analyzed using Nvivo. Findings Results show, first, that although both cases have the same formal organization chart, their informal structure differs. Second, both cases have a different point of view toward exploitation and exploration. Third, no “pure” ambidextrous designs were found. Finally, the paper formulates theoretical propositions for ambidexterity and public sector research. Research limitations/implications Limitations of this paper are threefold. First, the authors only compared two cases, so generalization of the findings is limited. Second, although the authors managed to make contributions to ambidexterity and public sector research, theory building is not finished. Finally, researchers have to improve empirical evidence focusing on which design elements lead toward ambidextrous public organizations. Originality/value This paper makes a threefold contribution to ambidexterity literature and public sector research. First, the focus on public sector organizations is a rarely taken approach in ambidexterity research. Second, the specific use of ambidextrous design attributes to the limited public sector research that has focused on ambidexterity. Third, the focus on small organizations with limited resources is a rarely taken focus in ambidexterity and public sector research.

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Martin, Alexander, Arne Keller, and Johann Fortwengel. "Introducing conflict as the microfoundation of organizational ambidexterity." Strategic Organization 17, no. 1 (November 16, 2017): 38–61. http://dx.doi.org/10.1177/1476127017740262.

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This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, that is, engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization over time, they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative, or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of individuals, units, and organizations. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this article opens up promising research avenues to examine how organizations purposefully manage ambidexterity.

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Miglietta, Nicola, Enrico Battisti, Elias Carayannis, and Antonio Salvi. "Capital structure and business process management: evidence from ambidextrous organizations." Business Process Management Journal 24, no. 5 (September 3, 2018): 1255–70. http://dx.doi.org/10.1108/bpmj-07-2017-0214.

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Purpose The purpose of this paper is to investigate the relationship between capital structure and business process management (BPM) within ambidextrous firms. In particular, referring to the listed companies in the Mercato Telematico Azionario (MTA) and Mercato degli Investment Vehicles (MIV) markets with large- and mid-sized capitalization, divided into ambidextrous and non-ambidextrous companies, the authors examined the capital structure to fill a gap in the current literature. Design/methodology/approach This study uses a mixed-method sequential exploratory design. In particular, a qualitative study was conducted to identify some Italian-listed companies, called ambidextrous firms, which have implemented incremental (exploitative) and radical (explorative) innovations in an ambidexterity perspective of process management. A quantitative study was designed to provide insights into the different degrees of leverage of the listed companies selected by the qualitative analysis. Findings The research is based on an empirical analysis undertaken with 69 companies listed on Italian markets (starting from the MTA and MIV Italy 100 – large- and mid-sized capitalization). In particular, the authors highlight 11 companies that, based on the literature, can be defined as ambidextrous organizations. These firms, in each year analyzed (2014, 2015, and 2016), have more leverage than non-ambidextrous ones. Considering that firms today need to constantly revisit their portfolio of debt and equity, ambidextrous organizations could evaluate the largest debt available in order to implement new BPM tools. Originality/value To the authors’ knowledge, this is the first exploratory study based on capital structure and the simultaneous exploration and exploitation of knowledge (ambidexterity) that also is informed by a BPM perspective. The paper presents evidence from Italian-listed companies that are referred to as ambidextrous and have different degrees of leverage.

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Stelzl, Katharina, Maximilian Röglinger, and Katrin Wyrtki. "Building an ambidextrous organization: a maturity model for organizational ambidexterity." Business Research 13, no. 3 (June 2, 2020): 1203–30. http://dx.doi.org/10.1007/s40685-020-00117-x.

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AbstractOrganizational ambidexterity (OA) is an essential capability for organizations in turbulent environments, as it facilitates the simultaneous pursuit of exploitation and exploration. Over the last years, knowledge on OA has continuously matured, covering outcomes, moderators, and types of OA. However, little is known about how to build an ambidextrous organization in terms of what capabilities are needed and how they can be developed. To address this gap, we developed an organizational ambidexterity maturity model (OAMM) that assists organizations in becoming ambidextrous based on actionable practices (APs) structured according to five capability areas. In developing the OAMM, we conducted a structured literature review to compile APs and used card sorting to assign APs to maturity stages. We evaluated the OAMM based on literature-backed design objectives and discussions with practitioners. We also conducted an initial empirical validation of the APs’ assignment to maturity stages. The OAMM extends the descriptive and prescriptive knowledge on OA by taking a holistic view on OA, by shedding light on the interrelation of different OA types, and by enabling the assessment of an organization’s as-is and to-be OA maturity based on implemented APs.

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Kassotaki, Olga. "Ambidextrous leadership in high technology organizations." Organizational Dynamics 48, no. 2 (April 2019): 37–43. http://dx.doi.org/10.1016/j.orgdyn.2018.10.001.

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Chen, Rongxin Roger, and Rangapriya Priya Kannan-Narasimhan. "Formal integration archetypes in ambidextrous organizations." R&D Management 45, no. 3 (September 2, 2014): 267–86. http://dx.doi.org/10.1111/radm.12083.

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Lee, Jee Young, Yumi Seo, Wonho Jeung, and Joon-ho Kim. "How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital." Journal of Management & Organization 25, no. 6 (September 18, 2017): 860–75. http://dx.doi.org/10.1017/jmo.2017.38.

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AbstractAmbidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.

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Muñoz-Pascual, Lucía, and Jesús Galende. "Sustainable Human Resource Management and Organisational Performance: An Integrating Theoretical Framework for Future Research." Small Business International Review 4, no. 2 (September 15, 2020): e281. http://dx.doi.org/10.26784/sbir.v4i2.281.

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This paper identifies and analyses six relevant approaches for the analysis of Sustainable Human Resource Management and Organizational Performance: Resource-Based View, Dynamic Capabilities View, Knowledge-Based View, Behavioral Theory, Human Relations Theory, and Cooperative Systems and Ambidextrous Organizations. They are complementarity approaches. They can all be applied to the analysis of a specific resource or capability for sustainable human resource management (HRM) and, consequently, organisational performance. However, the contributions made by the Resource-Based View and the new approach of Ambidextrous Organizations seem to be the most comprehensive approaches for studying sustainable HRM from an internal perspective of firms that allows the long-term development of their organizational and society performance.

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Zacher, Hannes, and Kathrin Rosing. "Ambidextrous leadership and team innovation." Leadership & Organization Development Journal 36, no. 1 (March 2, 2015): 54–68. http://dx.doi.org/10.1108/lodj-11-2012-0141.

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Purpose – The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high. Design/methodology/approach – Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees. Findings – Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success. Research limitations/implications – The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation. Practical implications – The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation. Social implications – Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being. Originality/value – This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.

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Tushman, Michael L., and Charles A. O'Reilly. "Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change." California Management Review 38, no. 4 (July 1996): 8–29. http://dx.doi.org/10.2307/41165852.

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Kassotaki, Olga. "Explaining Ambidextrous Leadership in High Technology Organizations." Academy of Management Proceedings 2016, no. 1 (January 2016): 16436. http://dx.doi.org/10.5465/ambpp.2016.16436abstract.

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Chebbi, Hela, Dorra Yahiaoui, Demetris Vrontis, and Alkis Thrassou. "Building Multiunit Ambidextrous Organizations-A Transformative Framework." Human Resource Management 54, S1 (February 18, 2015): s155—s177. http://dx.doi.org/10.1002/hrm.21662.

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Brix, Jacob. "Innovation capacity building." Learning Organization 26, no. 1 (January 14, 2019): 12–26. http://dx.doi.org/10.1108/tlo-08-2018-0143.

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PurposeThe purpose of this paper is to propose how a bottom-up creation of an ambidextrous organization can be enabled. By integrating research on “contextual ambidexterity” and “individual and organizational capacity building”, an “innovation capacity building” framework is conceptualized that suggests how balance between exploration and exploitation can be maintained.Design/methodology/approachThe study is conceptual. As no data are utilized, focus is on discussing the links between the two theoretical perspectives and the advantages of the proposed innovation capacity building framework.FindingsThe innovation capacity building framework discusses the influence, both positive and negative, of the local organizational context for ambidexterity, and the interactions required such as feedback between the management team and the employees so they together can build an ambidextrous working culture. A culture in which it is the individual employee that is responsible for switching between activities related to exploration and exploitation and where the management team empowers the employees to do so.Originality/valueThis study focuses on contextual ambidexterity and how contextual ambidexterity can be implemented as a way of working in contemporary organizations. The originality lies in the proposed framework and in the dedicated focus on “how” ambidexterity can be implemented in organizations.

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Li, Ci-Rong. "The Role of Top-team Diversity and Perspective Taking in Mastering Organizational Ambidexterity." Management and Organization Review 12, no. 4 (July 27, 2016): 769–94. http://dx.doi.org/10.1017/mor.2015.54.

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ABSTRACTAlthough the role of top teams has been recognized in ambidextrous organizations, it remains unclear which characteristics and how the cognitive processes of top teams are used to address the dual cognitive challenges of ambidexterity. To address this puzzle, I developed a model in which I theorize that a top team with task-related diversity engaging in perspective taking will influence the achievement of an ambidextrous organization. Moreover, I further theorize that transformational leadership of the CEO will help diverse top teams master ambidexterity by influencing the team's cognitive processes. The results show that diverse teams can address the differentiating-integrating challenges of ambidexterity when they engage in perspective taking. The results also confirm that transformational leadership strengthens the relationship between a diverse top team's perspective taking and ambidextrous orientation.

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Fernández-Pérez de la Lastra, Susana, Natalia García-Carbonell, Fernando Martín-Alcázar, and Gonzalo Sánchez-Gardey. "Building ambidextrous organizations through intellectual capital: a proposal for a multilevel model." Intangible Capital 13, no. 3 (August 29, 2017): 668. http://dx.doi.org/10.3926/ic.972.

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Purpose: This paper proposes an alternative theoretical model to describe, from a multilevel perspective, the way in which ambidexterity is built across different organizational levels, through specific combinations of the facets of intellectual capital—human, social and organizational capital.Design/methodology/approach: In this study, main arguments from intellectual capital, strategic human resource management (SHRM) and multilevel literature are integrated. The intellectual capital literature provides our model with the input (human capital), mechanisms (social capital) and the infrastructure (organizational capital) required to create ambidextrous capabilities; the multilevel perspective reveals the context in which ambidexterity is reached, and the strategic human resource management literature provides the model with the specific mechanisms (policies and practices) and conditions required by ambidexterity (HRM flexibility and horizontal fit).Findings: Although the literature widely recognizes ambidexterity as a potential source of sustainable competitive advantage, the processes by which organizations complement exploration and exploitation activities still remain unclear. This study sheds some light on the analysis of these complex dynamics, explaining how ambidextrous capabilities can arise from different alternative combinations of human, social and organizational capital.Originality/value: The paper expands the extant literature in the field, describing different paths to achieving organizational ambidexterity. The configurational approach adopted adds value to the proposed model, as it helps to explaining alternative synergistic mixes of ambidextrous intellectual capital at different organizational levels.

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Jenkins, Joy, and Rasmus Kleis Nielsen. "Preservation and evolution: Local newspapers as ambidextrous organizations." Journalism 21, no. 4 (February 3, 2020): 472–88. http://dx.doi.org/10.1177/1464884919886421.

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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 trends in the digital environment. The results show that interviewees continue to prioritize the economic importance of their print products, despite declines in advertising and subscriptions. They also believe that for local news to continue, journalists must better understand the business strategies of their news organizations. Finally, they acknowledge the value of experimenting with new approaches to monetization, including implementing paywalls and using analytics to personalize content. In balancing the merits of their print products with their desire to develop new digital offerings, local newspapers seek to operate as ‘ambidextrous organizations’ that exploit the products of the past while exploring innovations that may help sustain them in the future.

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Fernández-Pérez de la Lastra, Susana, Natalia García-Carbonell, Fernando Martín-Alcázar, and Gonzalo Sánchez-Gardey. "Intellectual capital role in ambidexterity emergence." Journal of Intellectual Capital 18, no. 4 (October 9, 2017): 733–44. http://dx.doi.org/10.1108/jic-10-2016-0100.

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Purpose Considering the inconclusive results in the literature on the way organizations create ambidextrous organizational capabilities, the purpose of this paper is to present an alternative theoretical model of three different paths through which ambidexterity is built. From a multilevel perspective, the model describes how specific combinations of the facets of intellectual capital – human, social and organizational capital – can synergistically work to reach ambidexterity. Design/methodology/approach The study is based on main arguments from multilevel and intellectual capital literature. The multilevel approach allows the authors to consider a broader perspective to define three specific modes to create ambidextrous capabilities. Additionally, the intellectual capital literature completes the model, with the input (human capital), mechanisms (social capital) and the infrastructure (organizational capital) needed to develop ambidexterity. With the integration of both frameworks, the model explains how different types of ambidexterity are generated at diverse firm levels – individual, group and organizational, following different and complementary paths. Findings This research goes beyond the traditional arguments on how organizations develop simultaneously exploration and exploitation activities, proposing an integrative model of three complementary modes: path 1 (ambidexterity based on individual human capital); path 2 (ambidexterity through social capital) and path 3 (ambidexterity through organizational capital). These paths link organizational levels in organizations, showing the accumulative process of ambidexterity from a multilevel perspective. Originality/value The paper offers an alternative view expanding the ongoing discussion in the ambidexterity field. There is a lack of configurational models in the literature that describe, from a synergistic point of view, these complementary paths to achieving organizational ambidexterity. This approach contributes to explaining that not only individual ambidextrous human capital is needed to generate organizational ambidexterity, but also that specialist human capital could be a source of ambidexterity.

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Bernal, Olga-Velez, and Iván-Darío Toro-Jaramilo. "Organizational Ambidexterity: Exploration and Exploitation." International Journal of Innovation and Technology Management 16, no. 05 (August 2019): 1950033. http://dx.doi.org/10.1142/s0219877019500330.

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Systematic Review of Literature is done by this research with the purpose that it could be possible to analyze the existent interaction between exploration and exploitation that leads organizations to become ambidextrous ones. That is to say, that they have the faculty to look for opportunities at the same time they work to obtain a good performance in their daily activities. The methodology was based on a documentary review, through a chronological reading. The investigation was made using articles that deal with the issue of ambidextrous organizations, based on the Scopus scientific database, published between 2006 and 2016.

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Chen, Zhi, Shenglan Huang, Chong Liu, Min Min, and Liying Zhou. "Fit between Organizational Culture and Innovation Strategy: Implications for Innovation Performance." Sustainability 10, no. 10 (September 21, 2018): 3378. http://dx.doi.org/10.3390/su10103378.

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Although prior studies have indicated the interrelationships between specific types of innovation strategy and specific elements of organizational culture, few studies simultaneously evaluate the relationship between the two multi-dimensional constructs in holistic perspective. Based on configuration theory, we conceptualize fit as ‘profile deviation’, and investigate the fit between an organization’s culture and its innovation strategy. Data were collected from 183 Chinese organizations. We examine the hypothesis that greater fit between organizational culture and innovation strategy encourages superior innovation speed and innovation quality. Our results provide evidence that in the group of organizations exhibiting either exploratory or exploitative innovation strategy, the more similar the organizational culture configurations are to those of the top performers, the higher their innovation speed and innovation quality are. In the group of organizations exhibiting ambidextrous innovation strategy, the fit between organizational culture and innovation strategy is insignificantly associated with innovation speed and innovation quality. Implications for applying the culture–strategy fit in innovation management are discussed.

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Hodgkinson, Ian R., M. N. Ravishankar, and Michelle Fischer. "The ambidextrous manager: what role does culture play?" Journal of Business Strategy 38, no. 3 (May 15, 2017): 3–9. http://dx.doi.org/10.1108/jbs-03-2016-0030.

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Purpose It is known from research that the right context can help managers develop an ambidextrous approach. But just as few of us are naturally ambidextrous, many managers fail to balance conformity and change during strategy implementation. This paper aims to investigate why. Design/methodology/approach Through a qualitative study of managers of an international airline, the authors examine a series of cultural barriers that constrain managers’ agile decision-making and stop managerial ambidexterity. Findings The authors identify six culturally ingrained practices that block managerial ambidexterity: top management’s unwavering emphasis on cost control when survival hinges on fresh investments; little or no scanning of the environment for new areas of opportunity; intensive planning oriented toward efficiency issues; functional structures characterized by extensive division of labor; centralized control; and formal hierarchical communication channels. Research limitations/implications Managers find it difficult to put into practice new initiatives, particularly when the proposed initiatives counter the underlying cultural world of the organization. The authors suggest that this dark side of culture can pose tough barriers for ambidextrous action. Practical implications There is an urgent need for organizations to be aware of the possible misalignments between ambidextrous pursuits and the cultural forces that actually drive action. A deep understanding of their organization’s cultural universe is a crucial first step for managers aspiring to better engage with ambidexterity and outwit and outperform competitors. Originality/value Different strategic approaches need not be viewed as irreconcilable. If cultural elements do not block it, managerial ambidexterity can showcase innovative approaches to reconciling trade-offs in strategic decision-making.

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Fernández-Pérez de la Lastra, Susana, Fernando Martín-Alcázar, and Gonzalo Sánchez-Gardey. "Ambidextrous intellectual capital in the haute cuisine sector." International Journal of Contemporary Hospitality Management 32, no. 1 (January 13, 2020): 173–92. http://dx.doi.org/10.1108/ijchm-12-2018-1007.

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Purpose This paper aims to conceptualize organizational ambidexterity and intellectual capital in the haute cuisine sector, describing their interrelation. Specifically, the study draws on the dimensions of intellectual capital as a lens to understand ambidextrous capabilities. Design/methodology/approach Three research questions were addressed using a qualitative methodology. The researchers conducted ten interviews with sector experts from haute cuisine restaurants. Findings The paper identifies the constituents of organizational ambidexterity and intellectual capital in the haute cuisine sector. It also frames how these elements interrelate each other to allow the generation of ambidextrous capabilities. Research limitations/implications The investigation was conducted in only one country and a single sector. Practical implications The study provides guidance for haute cuisine restaurant managers to simultaneously develop innovation and efficiency in everyday activities, without having to choose between these two strategic objectives. Results show they must focus on human capital, which is one of the most important strategic resources in haute cuisine restaurants. This paper can help managers to design the organizational structures, processes and routines that allow haute cuisine restaurants to be ambidextrous. Originality/value The understanding of organizational ambidexterity and intellectual capital, and their integration, is critical for successful hospitality operations; however, research in this area is still limited. This integration can help haute cuisine restaurants to develop ambidextrous capabilities through their intellectual capital, establishing mechanisms to integrate individuals and group capabilities within the organizations.

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Khanin, Dmitry Mikhail, and Adelina Gnanlet. "Incompetence Traps, Learner Types, Dialectical Techniques, and Ambidextrous Organizations." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 14735. http://dx.doi.org/10.5465/ambpp.2019.14735abstract.

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Guettel, Wolfgang H., and Stefan W. Konlechner. "Projecting as a Dynamic Capability in Contextually Ambidextrous Organizations." Academy of Management Proceedings 2012, no. 1 (July 2012): 14608. http://dx.doi.org/10.5465/ambpp.2012.14608abstract.

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Tay, Nicholas S. P., and Robert F. Lusch. "Agent-Based Modeling of Ambidextrous Organizations: Virtualizing Competitive Strategy." IEEE Intelligent Systems 22, no. 5 (September 2007): 50–57. http://dx.doi.org/10.1109/mis.2007.4338494.

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Popadiuk, Silvio. "Scale for classifying organizations as explorers, exploiters or ambidextrous." International Journal of Information Management 32, no. 1 (February 2012): 75–87. http://dx.doi.org/10.1016/j.ijinfomgt.2011.07.001.

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Kassotaki, Olga. "Explaining ambidextrous leadership in the aerospace and defense organizations." European Management Journal 37, no. 5 (October 2019): 552–63. http://dx.doi.org/10.1016/j.emj.2019.04.001.

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Güttel, Wolfgang H., and Stefan W. Konlechner. "Continuously Hanging by a Thread: Managing Contextually Ambidextrous Organizations." Schmalenbach Business Review 61, no. 2 (April 2009): 150–72. http://dx.doi.org/10.1007/bf03396782.

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Soares, Juliano Lima, and Dálcio Roberto dos Reis. "Ambidestralidade organizacional em instituições de ensino superior: proposição de estágios evolutivos de ambidestria." Revista de Administração da UFSM 14, no. 1 (March 9, 2021): 100–118. http://dx.doi.org/10.5902/1983465934927.

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Purpose – The general objective of the research was to propose evolutionary stages of organizational ambidexterity.Design/methodology/approach – The research methodology was classified as an exploratory and descriptive study, whose method of data collection was through a questionnaire, the sample was census by adherence, from a population of 110 higher education institutions (HEI), participating in the study 79 cases, distributed throughout the Brazilian territory.Findings – It is noteworthy that HEI are part of the same economic group, and even though 96% of the cases were classified as ambidextrous organizations, there was a great dispersion between them, suggesting some heterogeneity of the investigated cases. Originality – With the findings, the proposition of the existence of different levels of ambidexterity arose. This phenomenon, in a preliminary way, was labeled as the Degree of Maturity of Ambidextrous Organizational

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Ito, Nobuiuki Costa, and Mihail De Pieri Mirica. "ADMINISTRAÇÃO DE P&D NA INDÚSTRIA DE ALTA TECNOLOGIA: COMO GERENCIAR UM PARADOXO? DOI:10.7444/fsrj.v2i2.60." Future Studies Research Journal: Trends and Strategies 2, no. 2 (December 7, 2010): 108–31. http://dx.doi.org/10.24023/futurejournal/2175-5825/2010.v2i2.60.

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The competitive environment of the knowledge age is getting more complex, dynamic, and fast-moving each day. The high tech industry is intensively tied to its effects and demands for innovation, so the field of Research and Development must act strategically, generating innovations and granting success and sustainability to the business. However, there is a paradox in R&D which may lay traps and obstacles disguised by the busy day-to-day activity of the organization. The purpose of this paper is to point out directions that managers may take to cope with these contradictions in R&D administration. The R&D paradox is rooted in the conflict between exploitation, achieved by continual improvement through incremental innovation, and by exploration, which seeks new opportunities in the creation of new technologies through disruptive innovations. These two sides of the paradox demand different, and sometimes even divergent, organizations. Top management leadership is crucial for the acceptance and balancing of the contradictions created by this paradox, and can align exploitation/exploration through distributive and integrative decisions and transform companies into truly ambidextrous organizations. Key-words: Research & Development. Innovation. Paradox. Ambidextrous organizations. Strategy.

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Peng, Hongxia. "Organizational ambidexterity in public non-profit organizations: interest and limits." Management Decision 57, no. 1 (January 14, 2019): 248–61. http://dx.doi.org/10.1108/md-01-2017-0086.

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Purpose The purpose of this paper is to study the potential interest in and the possible limits of the concept of organizational ambidexterity (Duncan, 1976; Tushman and O’Reilly, 1996) in the context of public non-profit organizations (PNPOs), a concept that is frequently studied in the private sector. Design/methodology/approach From an inductive and qualitative approach, this research is based on observations of ambidextrous innovation processes implemented in a French PNPO in charge of job search and unemployment compensation operations. Findings This research shows that the concept of organizational ambidexterity might provide some strategic leads for balancing the possible paradoxes within different kinds of expectations of the stakeholders of PNPOs. It might also facilitate the combination of the stability of public service deliverance and organizational transformation. Beyond its interest, this study identifies the limits of the concept in the context of PNPOs. For overcoming its limits, the study suggests a renewed understanding of organizational ambidexterity by taking account of PNPOs’ specificities, especially in terms of the regulation of the different tensions generated by ambidextrous organizational change. Research limitations/implications This research proposes a conceptual framework built with the integration of sectorial and organizational characteristics of the public non-profit sector for understanding the organizational ambidexterity and its possible strategic, organizational and management implications in this sector. The results are limited to the context the author studied because of several sectorial, national, organizational and cultural specificities. Practical implications The results might inspire management practices in PNPOs and potentially in private non-profit organizations or in voluntary organizations, since these three types of organizations could have certain similar organizational characteristics and might encounter similar questions in terms of strategy and innovation management. Originality/value This research suggests a renewed understanding of the concept of organizational ambidexterity in a sector in which the complexities, tensions and paradoxes generated by different stakeholders’ expectations are probably more present but less explicit than other organizations.

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Bayas-Linke , Dirk, and Jörg Faulstich. "Gut aufgestellt?!" supervision 38, no. 4 (September 2020): 51–57. http://dx.doi.org/10.30820/1431-7168-2020-4-51.

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Digital business fields pose challenges for organizations. Let the old business model fly successfully and conquer the new world at the same time. The ambidextrous organization provides some surprises for this, which can be effectively integrated into the consulting process. The article reflects on the concept of organisational ambidexia using a case study and points out the opportunities and limitations of this approach.

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Retno Sari, Santi. "ORGANIZATIONAL AMBIDEXTERITY: KETANGGUHAN YANG DIBUTUHKAN UNTUK KEBERLANGSUNGAN KINERJA ORGANISASI MASA DEPAN." Jurnal Riset Manajemen dan Bisnis (JRMB) Fakultas Ekonomi UNIAT 2, no. 3 (October 31, 2017): 433–38. http://dx.doi.org/10.36226/jrmb.v2i3.78.

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Organizational ambidexterity has emerged as a new research paradigm in organizational theory, but some fundamental issues in this debate remain controversial. Ambidexterity is the ability to exploit existing capabilities and to explore new opportunities. Achieving exploitation and exploration enables organizational success, even organizational resilience to improve and maintain sustained superior performance, but creates tensions and challenging. The ambidextrous organization excels in utilizing existing products to enable additional innovation and to explore new opportunities to drive more radical innovation, but related research is limited. This article aims to advance our understanding of the prerequisites of organizational prerequisites, approaches to achieving them, and to address the impact of each level of individuals and organizations for the sustainability of ambidexterity organizational achievements keywords: organizational ambidexterity, exploration-exploitation.

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Zhuang, Caiyun, Guohong Chen, and Xiaoyu Du. "Enterprise Knowledge Generation Driven by Internet Integration Capability: A Mediated Moderation Model." Interdisciplinary Journal of Information, Knowledge, and Management 15 (2020): 155–74. http://dx.doi.org/10.28945/4616.

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Aim/Purpose: Drawing on theories of organizational learning, this study analyzes the mechanism of Internet integration capability affecting knowledge generation by 399 Chinese enterprises. This paper will further explore whether there is a moderating role of learning orientation in the mechanism of Internet integration capability affecting enterprise knowledge generation. Background: The Internet has gradually integrated into the enterprise innovation system and penetrated into all aspects of technological innovation, which has promoted the integration and optimization of resources inside and outside the organization. However, there is limited understanding of how the combination of the Internet and integration capability can drive enterprise knowledge generation. Methodology: The study uses survey data from 399 organizations in China. Through structural equation modeling, this study assesses the relationship between Internet integration capability, organizational learning, knowledge generation, and uses PROCESS macro program to test the mediated moderation effect of learning orientation. Contribution: First, this study provides empirical evidence for managers to better build Internet integration capability and ambidextrous learning to promote enterprise knowledge generation. Second, this study highlights the important moderating role of learning orientation in the mediating role of ambidextrous learning. Findings: First, the study confirms the mediating role of exploratory learning and exploitative learning in knowledge generation driven by Internet integration capability. Second, the results show that when organizations have a strong learning orientation, the indirect path of Internet integration capability influencing knowledge generation through exploratory learning will be enhanced. Recommendations for Practitioners: Enterprises should pay full attention to the improvement of internet integration capability and ambidextrous learning to promote knowledge generation. In addition, enterprises should establish a good learning atmosphere within the organization to strengthen the bridge role of exploratory learning between Internet integration capability and knowledge generation. Recommendation for Researchers: Researchers could collect data from countries with different levels of economic development to verify the universal applicability of the proposed theoretical model. Impact on Society: This study provides references for enterprises using Internet integration capability to promote their knowledge generation capability under the internet background. Future Research: Future research can compare the impact of Internet integration capability on knowledge generation in different industries.

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Jiang, Ruth, and Sebastian Kortmann. "On the Importance of Mediating Dynamic Capabilities for Ambidextrous Organizations." Procedia CIRP 20 (2014): 85–92. http://dx.doi.org/10.1016/j.procir.2014.05.036.

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Van Looy, Bart, Thierry Martens, and Koenraad Debackere. "Organizing for Continuous Innovation: On the Sustainability of Ambidextrous Organizations." Creativity and Innovation Management 14, no. 3 (September 2005): 208–21. http://dx.doi.org/10.1111/j.1467-8691.2005.00341.x.

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SALEHI, Farshin, and Ali YAGHTIN. "ENTERPRISE FACTORS AS AMBIDEXTERITY ANTECEDENTS: CONTINGENCY MODEL FOR AMBIDEXTROUS ORGANIZATIONS." Journal of Global Strategic Management 2, no. 8 (December 15, 2014): 46. http://dx.doi.org/10.20460/jgsm.2014815641.

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Ferrary, Michel. "Specialized organizations and ambidextrous clusters in the open innovation paradigm." European Management Journal 29, no. 3 (June 2011): 181–92. http://dx.doi.org/10.1016/j.emj.2010.10.007.

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Prieto-Pastor, Isabel, Víctor Martín-Pérez, and Natalia Martín-Cruz. "Social capital, knowledge integration and learning in project-based organizations: a CEO-based study." Journal of Knowledge Management 22, no. 8 (December 3, 2018): 1803–25. http://dx.doi.org/10.1108/jkm-05-2017-0210.

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Purpose This paper aims to examine how the different dimensions of project members’ intra-organizational social capital – cognitive, affective and relational – facilitate knowledge integration in project-based organizations, and how knowledge integration, in turn, impacts explorative and exploitative learning. Design/methodology/approach Based on an analysis of 129 R&D Spanish organizations, the study analyzes the interconnections between the different dimensions of social capital and how they affect to knowledge integration as antecedent of explorative and exploitative learning in project-based organizations. Findings Results confirm that knowledge integration is beneficial for both exploratory and exploitive learning and thus that R&D organizations may be thus ambidextrous in their knowledge management. Related to the three dimensions of social capital, only the cognitive dimension (shared vision) has a significant impact on knowledge integration. However, the analysis confirms the interconnections between the three dimensions of social capital: the relational dimension (social interaction ties) and the cognitive dimension (shared vision) have significant effect on the relational one (trust), and the relational dimension also has an influence on the cognitive dimension. The model proposed in this study thus shows an acceptable capacity to discern the different influence of the dimensions of internal social capital on knowledge integration and, subsequently, ambidextrous learning. Originality/value This paper examines the importance of intra-organizational social capital, in terms of their cognitive (shared vision), relational (trust) and structural (social interaction ties) dimensions, for explorative and exploitative learning in project-based organizations. The analysis takes the baton of previous literature where is suggested that the three dimensions of social capital are interlocked and not just need to be considered simultaneously.

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Caputo, Francesco, Elisa Giacosa, Alberto Mazzoleni, and Mario Ossorio. "Ambidextrous workforces for managing market turbulence." Career Development International 24, no. 5 (September 9, 2019): 491–507. http://dx.doi.org/10.1108/cdi-10-2018-0265.

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Purpose The purpose of this paper is to provide evidence regarding the contributions of ambidextrous workforces as a source of value for dynamic companies and organizations facing emerging market turbulence. Design/methodology/approach Using structural equation modeling, the paper analyses the data collected via a semi-structured questionnaire administered to a sample of 1,227 employees from 37 Italian small- to medium-sized enterprises to investigate the effect on companies’ economic performance of ambidextrous workforce-related elements such as study background, previous work experience, work flexibility and soft capabilities. Findings The research shows that multidisciplinary human resources’ study background, previous human resources’ work experience and human resources’ soft capabilities are positively linked to companies’ return on sales, providing indirect evidence about the role of ambidextrous workforces in supporting companies facing emerging market turbulence. Originality/value The research demonstrates the relevant role of human resources in supporting companies to better align themselves to the emerging social and economic variety.

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Koster, Ferry, and Gina van Bree. "How Managers Evoke Ambidexterity and Collaboration: A Qualitative Study in a Dutch Hospital." International Journal of Innovation and Technology Management 15, no. 06 (December 2018): 1850049. http://dx.doi.org/10.1142/s0219877018500499.

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While many organizations aim at achieving multiple, sometimes contrasting, goals (such as combining innovation with efficiency), not much is known about what managers can do to create organizational ambidexterity. Theory suggests that organizational ambidexterity requires collaboration with organizations and that, in turn, managers can facilitate collaborative relations. Nevertheless, so far, the link between management, collaboration, and ambidexterity has not been fully investigated. We conducted a qualitative study in a Dutch hospital to map this link. The results show that there is evidence for this link. The main conclusion of this study is that managing collaboration and ambidexterity are processes; organizations switch between innovation and exploitation instead of being ambidextrous all the time, managers have an active role in guiding this process by creating collaboration through four distinct mechanisms (discipline, stretch, trust, and support) and ambidexterity in turn strengthens collaboration through increased interdependency.

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Shibata, Tomoatsu, Yasunori Baba, Mitsuru Kodama, and Jun Suzuki. "Managing ambidextrous organizations for corporate transformation: a case study of Fujifilm." R&D Management 49, no. 4 (May 7, 2018): 455–69. http://dx.doi.org/10.1111/radm.12326.

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Sarkees, Matthew, John Hulland, and John Prescott. "Ambidextrous organizations and firm performance: the role of marketing function implementation." Journal of Strategic Marketing 18, no. 2 (April 2010): 165–84. http://dx.doi.org/10.1080/09652540903536982.

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Nijssen, Edwin J., Paolo Guenzi, and Michel van der Borgh. "Beyond the retention—acquisition trade-off: Capabilities of ambidextrous sales organizations." Industrial Marketing Management 64 (July 2017): 1–13. http://dx.doi.org/10.1016/j.indmarman.2017.03.008.

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Simeoni, Francesca, Federico Brunetti, Giorgio Mion, and Rossella Baratta. "Ambidextrous organizations for sustainable development: The case of fair-trade systems." Journal of Business Research 112 (May 2020): 549–60. http://dx.doi.org/10.1016/j.jbusres.2019.11.020.

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Wu, Mengying, Rongsong Wang, Peixu He, Christophe Estay, and Zubair Akram. "Examining How Ambidextrous Leadership Relates to Affective Commitment and Workplace Deviance Behavior of Employees: The Moderating Role of Supervisor–Subordinate Exchange Guanxi." International Journal of Environmental Research and Public Health 17, no. 15 (July 30, 2020): 5500. http://dx.doi.org/10.3390/ijerph17155500.

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How to regulate employee conduct and engage them in high performance works actively and continuously has always been the important topic for organizations. Based on affective events theory and social exchange theory, a moderated mediating model was constructed with the affective commitment as mediator and the supervisor–subordinate exchange guanxi as moderator. Regression analyses and conditional indirect effects were tested by SPSS and PROCESS with 374 matched supervisor–subordinate pairs. The paper explores the moderated mechanism of supervisor-subordinate guanxi to the chain of “ambidextrous leadership–employee’s affective commitment–workplace deviance behavior.” The results showed that the affective commitment mediated the effect between ambidextrous leadership and employees’ workplace deviance behavior, and supervisor–subordinate exchange guanxi moderated the relationship between ambidextrous leadership and employees’ workplace deviance behavior but also moderated the mediating effect of affective commitment. The results have significances to improve human resource management practices and reduce the workplace deviance behavior of employees.

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Nayak, Sunanda, and Jyotsna Bhatnagar. "Impact of Commitment based HR practices on knowledge creation in ambidextrous organizations." Academy of Management Proceedings 2016, no. 1 (January 2016): 16706. http://dx.doi.org/10.5465/ambpp.2016.16706abstract.

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Journal articles on the topic 'Ambidextrous Organizations'

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