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How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives

Journal

California Management Review

Subject

Strategy and Entrepreneurship

Publishing details

California Management Review 2016 Summer Vol 58:4 p 36-58

Authors / Editors

Birkinshaw J;Zimmerman A;Raisch S

Biographies

Julian Birkinshaw

Publication Year

2016

Abstract

This article develops a conceptual integration of the dynamic capabilities and ambidexterity perspectives in order to understand how firms adapt to discontinuous change. Based on three illustrative case studies, it demonstrates that it is not possible to identify a universal set of dynamic capabilities. Rather, the distinct set of capabilities required depends on which of three modes of adaptation (structural separation, behavioral integration, or sequential alternation) has been prioritized. This article contributes a contingency perspective to dynamic capability research and offers guidance to managers about the alternative approaches they could take when seeking to adapt to environmental discontinuities.

Keywords

Case study; Management styles; Organizational design; Innovation; Creative collaboration; entrepreneurship; Crowdsourcing; Databases; Business-Government relations

Available on ECCH

No


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