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Organizational ambidexterity: Balancing exploitation and exploration for sustained performance

Journal

Organization Science

Subject

Strategy and Entrepreneurship

Publishing details

Organization Science 2009 Vol 20:4 p 685-695

Authors / Editors

Raisch S;Birkinshaw J;Probst G;Tushman M L

Biographies

Julian Birkinshaw

Publication Year

2009

Abstract

Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.

Keywords

Ambidexterity; Change; Exploitation; Exploration; Innovation; Organization design

Available on ECCH

No


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