It has long been recognized in the literature that the pursuit of radical or disruptive innovation by established firms poses an organizational challenge for the firm. This is because the skills, structures, processes and mindsets required for exploiting the existing business are fundamentally different and often conflict with those required for radical innovation (i.e. exploration). This has l...

A alliance studies have generally favored an ambidextrous approach between exploration and exploitation, they tend to overlook a firm’s characteristics, its industry constraints, or the dynamic network in which the firm is embedded. This study examines the ambidexterity hypothesis and its boundary conditions with a unique research method. We not only analyze empirical data from five U.S. indust...

We investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a business-unit level. Building on the leadership and organization context literatures, we argue that a context characterized by a combination of stretch, discipline, support, and trust facilitates contextual ambidexterity. Further, ambidexterity mediates the ...

The main objective of this research is to investigate how organizational ambidexterity can be achieved at a modern organization. A concise review key studies conducted until today consolidates the state academic on subject ambidexterity, as concept has been gaining increased attention from scholars. systematic search literature published since 1991, composed 122 articles, revealed various persp...

The simultaneous pursuit of paradoxical strategies is an emergent means of attaining competitive advantage. By nature, exploration and exploitation are fundamentally different, inconsistent and contradictory, thus reflecting an instance of organizational ambidexterity. We assert that IT capabilities act through different mechanisms to influence ambidexterity. To test our model, we selected to g...