The DOI matches its Crossref record; 61 of the 61 references it cites were found in a registry or an index.
Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance
Abstract
While sustainable high performance requires the capacity to simultaneously explore and exploit, the management literature is divided on the most feasible and efficient route toward this end. We review two proposed approaches for achieving simultaneously high levels of exploration and exploitation: organizational ambidexterity and organizational vacillation. To facilitate comparison, we map these approaches onto a common performance landscape, making precise the empirical question of which delivers superior long run performance. We then analyze canonical cases from both literatures, examining patterns of decision making and corresponding performance over time. These cases suggest that vacillation may offer higher long run performance than ambidexterity, while ambidexterity enhances performance on the margin when utilized within larger epochs of vacillation. We conclude that ambidexterity and vacillation are complements with respect to performance, albeit through different mechanisms. Copyright © 2012 John Wiley & Sons, Ltd.
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Citations
Cites
Exploration and Exploitation in Organizational Learning
March, J. G. (1991) · Organization Science · doi:10.1287/orsc.2.1.71 · Cited by 21,942 · cited 1×
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The Economic Institutions of Capitalism
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Burns, T., & Stalker, G. M. (1994) · doi:10.1093/acprof:oso/9780198288787.001.0001 · Cited by 7,250
Comparative Economic Organization: The Analysis of Discrete Structural Alternatives
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Cited by
Organizational Ambidexterity: Past, Present, and Future
O'Reilly, C. A., & Tushman, M. L. (2013) · Academy of Management Perspectives · doi:10.5465/amp.2013.0025 · Cited by 2,580
Paradox research in management science: Looking back to move forward
Schad, J., Lewis, M. W., Raisch, S., & Smith, W. K. (2016) · Academy of Management Annals · doi:10.5465/19416520.2016.1162422 · Cited by 1,385
Clarifying the Distinctive Contribution of Ambidexterity to the Field of Organization Studies
Birkinshaw, J., & Gupta, K. (2013) · Academy of Management Perspectives · doi:10.5465/amp.2012.0167 · Cited by 734
Dynamic Balancing of Exploration and Exploitation: The Contingent Benefits of Ambidexterity
Luger, J., Raisch, S., & Schimmer, M. (2018) · Organization Science · doi:10.1287/orsc.2017.1189 · Cited by 406
Clauss, T., Kraus, S., Kallinger, F. L., Bican, P. M., Brem, A., & Kailer, N. (2021) · Journal of Innovation & Knowledge · doi:10.1016/j.jik.2020.07.003 · Cited by 363
Metadata
- Authors
- Boumgarden, P., Nickerson, J., & Zenger, T. R.
- Venue
- Strategic Management Journal
- Publisher
- Wiley
- Published
- 2012-04-04
- Volume
- 33
- Issue
- 6
- Pages
- 587-610
- ISSN
- 0143-2095 (ISSN-L)
- 1097-0266
- OpenAlex
- W2155287159
- Cited by
- 361
- References
- 61
- FWCI
- 58.35
- Type
- journal article
- Language
- en
- Open access
- closed
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