Strategic Orientation and Ambidextrous Public Organizations

In this paper we explore some implications of the Miles and Snow (1978, 2003) typology of strategy types for public organizational adaptation and effectiveness, particularly as they are linked to organizational ambidexterity and dynamic capabilities. We see ambidexterity as referring to “the synchronous pursuit of both exploration and exploitation via loosely coupled and differentiated subunits or individuals, each of which specializes in either exploration or exploitation” (Gupta, et al., 2006: 691). Exploration and exploitation both involve learning, but of different types. Exploitation involves learning along an existing technological and stakeholder trajectory, while exploration involves learning along a trajectory distinct from existing ones. Ambidexterity is consistent with Miles and Snow’s Analyzer strategy type. We argue that to be effective over the longer term, all public organizations need to exhibit a certain amount of ambidexterity. The paper includes a lengthy discussion of organizational learning and strategic leadership, a crucial feature of successful pursuit of organizational ambidexterity. We pull our argument together in the form of a set of propositions relating ambidexterity and organizational effectiveness. Finally, we offer a set of conclusions.