Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

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 dyn...

Organizational Ambidexterity: Balancing Exploitation and Exploration in Organizations

Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation

A exploitation and exploration enables success, even survival, but raises challenging tensions. Ambidextrous organizations excel at exploiting existing products to enable incremental innovation and at exploring new opportunities to foster more radical innovation, yet related research is limited. Largely conceptual, anecdotal, or single case studies offer architectural or contextual approaches. ...

Dynamic ambidexterity: How innovators manage exploration and exploitation

Balancing Exploration and Exploitation in Classical Planning

Successful heuristic search planners for satisficing planning like FF or LAMA are usually based on one or more best first search techniques. Recent research has led to planners like Arvand, Roamer or Probe, where novel techniques like Monte-Carlo Random Walks extend the traditional exploitation-focused best first search by an exploration component. The UCT algorithm balances these contradictory...