Articlegreen2009

Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Sebastian Raisch · Julian Birkinshaw · GILBERT J. B. PROBST · Michael L. Tushman

2,224 citations0/0 files storedOrganization Science

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Innovation and Knowledge Management Team Dynamics and Performance Management and Organizational Studies

Abstract

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 dynamic perspective on ambidexterity? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.

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References

1990Absorptive Capacity: A New Perspective on Learning and Innovation 1991Exploration and Exploitation in Organizational Learning 2007Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance 2000Dynamic capabilities: what are they?1998Social Capital, Intellectual Capital, and the Organizational Advantage 1992Knowledge of the Firm, Combinative Capabilities, and the Replication of Technology 1969The Handbook of Social Psychology 2002Absorptive Capacity: A Review, Reconceptualization, and Extension

Cited by

2010Exploration and Exploitation Within and Across Organizations 2018Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation 2012The Dynamic Capability View in Strategic Management: A Bibliometric Review 2010CROSSROADS—Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments 2014Dynamic Decision Making: A Model of Senior Leaders Managing Strategic Paradoxes

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