Organizational ambidexterity as a new research paradigm in strategic management

Taródy, Dávid (2016) Organizational ambidexterity as a new research paradigm in strategic management. Vezetéstudomány - Budapest Management Review, 47 (5). pp. 39-52. DOI 10.14267/VEZTUD.2016.05.04

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Long-term survival and growth depends on the firm’s ability to exploit its current competencies while exploring fundamentally new ones. Finding the balance between exploration and exploitation is called ambidexterity in the literature. This paper is a comprehensive review of organizational ambidexterity theory. Creating and maintaining the capacity to simultaneously pursue these contradictory activities is an extremely difficult managerial challenge. Although, several aspects are well-researched, especially structural and leadership solutions in large, multinational enterprises, but little is known about: (1) how ambidexterity forms in earlier growth stages? (2) What are the key drivers and elements of organizational context that makes organizations able to become ambidextrous? (3) What is the role of different managerial levels in this formation process? Reviewing the literature, in this article the author would like to introduce the paradox of exploration and exploitation, the tensions and different aspects of ambidexterity, the fields current stage and some important research gaps.

Item Type:Article
Uncontrolled Keywords:organizational ambidexterity, structural ambidexterity, contextual ambidexterity, exploration, exploitation
Divisions:Faculty of Business Administration > Institute of Management > Department of Strategic Management
Subjects:Business organisation
Management, business policy, business strategy
ID Code:2363
Deposited By: Ádám Hoffmann
Deposited On:08 Jun 2016 14:26
Last Modified:25 Nov 2021 08:33

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