Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Strategic Ambidexterity in Small and Medium-Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains

Balancing exploration and exploitation is a critical challenge that is particularly difficult for smaller, nascent organizations that lack the resources, capabilities, and experience necessary to successfully implement ambidexterity. To better understand how small and medium-sized enterprises achieve ambidexterity, we develop theoretical arguments that link organizational performance to strateg...

Toward A Dynamic View of Organizational Ambidexterity: Promoting a Sense of Balance and Contingency Toward A Dynamic View of Organizational Ambidexterity: Promoting a Sense of Balance and Contingency

A substantial body of work has examined how exploitative and exploratory learning processes need to be balanced within an organization in order to increase innovation, productivity, and firm performance. Since exploration and exploitation require different resources, structures, and processes, several approaches to balancing these activities have been suggested; one of which is simultaneous imp...

Organizational Ambidexterity: Balancing Exploitation and Exploration in Organizations

On Strategic Choice and Organizational Ambidexterity: An agent-based modeling approach

Organizational ambidexterity, defined as the simultaneous pursuit of exploitation and exploration, has become a very important topic in the study of organizations. Yet, as a recent and comprehensive review notes, “Despite the rapidly expanding number of studies referring to organizational ambidexterity, empirical tests of the ambidexterity–performance relationship remain scarce.” The contributi...

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...