Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships

Abstract

Recent research indicates that interorganizational partnerships represent a potentially important resource for the development of ambidexterity. However, little is known about how a firm’s ambidexterity evolves from external partnership resources. This article reports an in-depth field investigation of a firm that has successfully created ambidexterity by employing its interorganizational exploration and exploitation partnerships. In particular, the article focuses on three innovation processes within this firm. The findings underscore the importance of a firm’s ambidextrous organizational context, enabling it to reap the distinct benefits of both exploration and exploitation partnerships. Moreover, the findings reveal the specific mechanisms through which the firm integrated and balanced exploration and exploitation within its organization. Overall, this article demonstrates how a firm can build and manage an organizational context that internally balances exploration and exploitation while augmenting both activities through structurally separate interorganizational partnerships.

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