CoChat
Sign Up
Cited by 2,580Innovation and Knowledge ManagementManagement and Organizational StudiesOrganizational Management and Leadership

The DOI matches its Crossref record; 125 of the 128 references it cites were found in a registry or an index.

Organizational Ambidexterity: Past, Present, and Future

O'Reilly, Charles A., Tushman, Michael L.·2013·Academy of Management Perspectives
DOI 10.5465/amp.2013.0025
Open this paper in CoChat — free account

Abstract

Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of the research, highlighting what we know and don't know about the topic. We close with a point of view on promising areas for ongoing research.

Overview

Integrity signals

Registry

Crossref · 10.5465/amp.2013.0025

Cites

125 of 125 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Verification

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

Citations

Cites

Show all 128 references

Research works printed but not linked: 32

  1. Adler P., 2013, From clans to collaboration: Collaborative community as the basis of organizational ambidexterity
  2. Bierly P. E., 2007, Entrepreneurship: Theory and Practitioners, 31, 493
  3. Bryce D. J., 2007, Paper presented at the annual meetings of the Academy of Management
  4. Bueschgens T., 2010, Paper presented at the annual meetings of the Academy of Management
  5. Burton M. D., 2012, Paper presented at the annual meetings of the Academy of Management
  6. Caspin-Wagner K., 2012, Paper presented at the annual meetings of the Academy of Management
  7. Chatman J. A., 2013, Organizational culture and performance in high technology firms: The effect of culture content and strength
  8. Danneels E., 2013, De-institutionalizing organizational competence: Olivetti's transition from mechanical to electronic technology
  9. Duncan R. B., 1976, The management of organization design: Strategies and implementation, 167
  10. Garaus C., 2012, Balancing, fueling and linking exploration and exploitation: A closer look at the interplay of applied practices in an R&D focused organization
  11. Geerts A., 2010, Paper presented at the annual meetings of the Academy of Management
  12. Goosen M. C., 2012, Paper presented at the annual meetings of the Academy of Management
  13. Hensmans M., 2007, Paper presented at the annual meetings of the Academy of Management
  14. Hill S. A., 2012, Journal of Management
  15. Jansen J. J. P., 2013, Organizing for ambidexterity: Founding, developing and revitalizing dynamic capabilities over time
  16. Junni P., 2013, Academy of Management Perspectives
  17. Lai H. C., 2010, Paper presented at the annual meetings of the Academy of Management
  18. Lakhani K., 2013, Handbook of economic organization: Integrating economic and organizational theory, 355
  19. Laplume A. O., 2012, Paper presented at the annual meetings of the Academy of Management
  20. Lavie D., 2010, Academy of Management Annals, 4, 109, 10.1080/19416521003691287 · DOI
  21. Markides C., 2013, Academy of Management Perspectives
  22. Masini A., 2004, Understanding exploration and exploitation in changing operating routines: The influence of industry and organizational traits
  23. McGrath R., 2001, Academy of Management Journal, 44, 118, 10.2307/3069340 · DOI
  24. Ramachandran I., 2010, Paper presented at the annual meetings of the Academy of Management
  25. Schulze P., 2008, Best Paper, Proceedings of the Academy of Management
  26. Tempelaar M. P., 2012, Paper presented at the annual meetings of the Academy of Management
  27. Tripsas M., 2013, Exploring the interaction between organizational identity and organizational design in technological transitions
  28. Tripsas M., 2000, Strategic Management Journal, 21, 1147, 10.1002/1097-0266(200010/11)21:10/11<1147::AID-SMJ128>3.0.CO;2-R · DOI
  29. Tushman M. L., 2013, Paper presented at the Harvard Business School
  30. Venkatraman N., 2006, Paper presented at the annual meetings of the Academy of Management
  31. Yang H., 2007, Paper presented at the annual meetings of the Academy of Management
  32. Yu G. J., 2012, Paper presented at the annual meetings of the Academy of Management

Cited by

Sorted by citations

Items 501–600 of 1,001

Related

See all

Metadata

Authors
O'Reilly, C. A., & Tushman, M. L.
Affiliations
  • Stanford University
  • Harvard University (US)
Venue
Academy of Management Perspectives
Publisher
Academy of Management
Published
2013-11
Volume
27
Issue
4
Pages
324-338
ISSN
  • 1558-9080 (ISSN-L)
  • 1943-4529
DOI
10.5465/amp.2013.0025
OpenAlex
W1962572544
Cited by
2,580
References
128
Citations by year
2026: 369 · 2025: 283 · 2024: 222 · 2023: 263 · 2022: 248 · 2021: 257 · 2020: 228 · 2019: 209 · 2018: 170 · 2017: 121 · 2016: 105 · 2015: 68 · 2014: 32 · 2013: 4
FWCI
206.43
Type
journal article
Language
en
Open access
closed
Locations
Academy of Management Perspectives (publishedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Management and Organizational Studies
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Organizational Management and Leadership
Keywords
organizational ambidexterity, exploration and exploitation, innovation management, technology markets, organizational learning, research agenda

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review