Why and How to be Ambidextrous? The Relationship between Environmental Factors, Innovation Strategy and Organizational Capabilities
نویسنده
چکیده
“Organizational ambidexterity” has become an emerging research trend in both the organizational management and knowledge management field (Gibson & Birkinshaw, 2004; He & Wong, 2004). The central theme on organizational ambidexterity is about organizational capability to simultaneously deal with paradoxical or conflicting activities such as organizational alignment and adaptation; evolutionary and revolutionary change; manufacturing efficiency and flexibility; strategic alliance formation; and even strategic renewal (Adler, Goldoftas, & Levine, 1999; Crossan, Lane, & White, 1999; Gibson & Birkinshaw, 2004; Lin, Haibin, & Demirkan, 2007; Tushman & O'Reilly, 1996). Exploitation and exploration are the most recurrent underlying dimensions regarding organizational ambidexterity. This paper tries to gain more insight on organizational ambidexterity by constructing a comprehensive conceptual framework. In particular, our research interest is to investigate why organizations need to be ambidextrous in the first place? How can organizations enhance ambidexterity? A conceptual framework has been proposed regarding the relationship between environmental factors, innovation strategy and
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