The DOI matches its Crossref record; 85 of the 85 references it cites were found in a registry or an index.
Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects
Abstract
Significant ambiguity remains in the literature regarding the conceptualization of organizational ambidexterity. We unpack this construct into one with two dimensions we term the balance dimension of ambidexterity (BD) and the combined dimension of ambidexterity (CD). BD corresponds to a firm's orientation to maintain a close relative balance between exploratory and exploitative activities, whereas CD corresponds to their combined magnitude. We reason that these dimensions are conceptually distinct, and rely on different causal mechanisms to enhance firm performance. We find that over and above their independent effects, concurrent high levels of BD and CD yield synergistic benefits. We also find that BD is more beneficial to resource-constrained firms, whereas CD is more beneficial to firms having greater access to internal and/or external resources. These results indicate that managers in resource-constrained contexts may benefit from a focus on managing trade-offs between exploration and exploitation demands, but for firms that have access to sufficient resources, the simultaneous pursuit of exploration and exploitation is both possible and desirable.
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Citations
Cites
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“One result of such a deeper understanding is that the firm will become more capable of initiating various reconfigurations of existing knowledge and resources already under its control, capabilities associated with novel discoveries in products and markets (Fleming, 2001; Kogut & Zander, 1992).”
Background
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
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009) · Organization Science · doi:10.1287/orsc.1090.0428 · Cited by 2,224
Exploration and Exploitation Within and Across Organizations
Lavie, D., Stettner, U., & Tushman, M. L. (2010) · Academy of Management Annals · doi:10.1080/19416521003691287 · Cited by 1,650
Tallon, P. P., & Pinsonneault, A. (2011) · MIS Quarterly · doi:10.2307/23044052 · Cited by 1,187
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
Metadata
- Authors
- Cao, Q., Gedajlovic, E., & Zhang, H.
- Venue
- Organization Science
- Published
- 2009-08
- Volume
- 20
- Issue
- 4
- Pages
- 781-796
- ISSN
- 1047-7039 (ISSN-L)
- 1526-5455
- OpenAlex
- W2098934250
- Cited by
- 1,449
- References
- 85
- FWCI
- 82.85
- Type
- journal article
- Language
- en
- Open access
- closed
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- Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects. Organization Science. https://doi.org/10.1287/orsc.1090.0426
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
