“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 ...

This study looks at how performance measurement can be used to drive simultaneously exploitative and explorative behaviors, and impact company performance. In doing so, this research considers performance measurement as an important, but neglected antecedent of organizational ambidexterity, and adds to existing evidence on the impact of organizational ambidexterity on firm financial and non-fin...

Organizations are commonly bothered by paradoxical pursuits, which make them demand on the development of organizational ambidexterity with dual exploitation and exploration abilities. This paper drawing on the organizational learning perspective, aims to uncover how the interaction of Information Technology (IT) and two distinguished organizational learning processes (i.e., strategic learning ...

It is imperative for a firm to possess capability to pursue dual conflict goals simultaneously, i.e., ambidexterity capability, in turbulence market environment. As a result of synergy between IT and business process, a firm is able to build its ambidexterity capability, namely, alignment between them to gain organizational alignment capability which offers the firm short-term performance on th...

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...

ambidexterity concept refers to the ability of organizations to address two incompatible objectives. in environmental uncertainty, organizational ambidexterity typically has a positive effect on performance and leads to sustainable competitive advantage, long-term success and survival. nevertheless, it is possible only when the culture enables organizational members to exploit current competenc...

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...

What are the relevant management challenges for open innovation, and how do companies tackle these challenges? This study adds to the research of open innovation management by investigating different management dimensions and their inherent dilemmas. By applying the concept of organizational ambidexterity as an approach to pursue apparently conflicting objectives, we extend previous research in...

In this paper, we investigate the notion of organizational ambidexterity in using interorganizational system (IOS) in supply chain context. IOS ambidexterity is defined as a firm’s capability of simultaneously pursuing exploratory and exploitative use of IOS. In order to understand the implication of IOS ambidexterity in IT resource-constrained firms, this paper draws on theories in resource-ba...

research on ambidexterity is burgeoning, yet understanding of the antecedents and consequences of both activities remains rather unclear. the purpose of this paper is to explore the effects of knowledge sharing on organizational ambidexterity (exploration and exploitation) as well as the mediating effect of mediating role of absorptive capacity. the research statistical population constitutes 9...