scholarly journals The influence of individual and organizational ambidexterity on their interpretations of the workplace

2021 ◽  
Vol 20 (5) ◽  
pp. 155-168
Author(s):  
Fumie Ando
Keyword(s):  
Organizational Ambidexterity

scholarly journals Blending in: A Case Study of Transitional Ambidexterity in the Financial Sector

2021 ◽  
Vol 13 (4) ◽  
pp. 1690
Author(s):  
Beniamino Callegari ◽  
Ranvir S. Rai
Keyword(s):  
Financial Sector ◽  
Economic Sustainability ◽  
Organizational Ambidexterity ◽  
Management Literature ◽  
Innovative Capabilities ◽  
Financial Firm ◽  
The Relationship

Organizational ambidexterity is widely recognized as necessary for the economic sustainability of firms operating in the financial sector. While the management literature has recognized several forms of ambidexterity, the relationship between them and their relative merits remain unclear. By studying a process of implementation of ambidextrous capabilities within a large Scandinavian financial firm, we explore the role of top-down reforms and bottom-up reactions in determining the development of sector-specific innovative capabilities. We find that blended ambidexterity follows naturally from the attempt to correct the tensions arising from harmonic ambidextrous blueprints. The resulting blended practice appears to be closely related to the reciprocal model of ambidexterity, which appears to be a necessity rather than a choice, for large firms attempting to develop innovative capabilities. Consequently, we suggest to re-interpret current taxonomies of ambidexterity not as alternative blueprints, but rather as stages in a long-term process of transition.

scholarly journals Ambidexterity and organizational learning: revisiting and reconnecting the literatures

2019 ◽  
Vol 26 (4) ◽  
pp. 337-351 ◽  
Author(s):  
Jacob Brix
Keyword(s):  
Organizational Learning ◽  
Absorptive Capacity ◽  
Empirical Data ◽  
Design Methodology ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Seminal Paper ◽  
Content Type ◽  
New Model ◽  
Multiple Levels

PurposeThe purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity and organizational learning, since James March published his seminal paper in 1991. The goal of the paper is to provide a synthesis of exploration and exploitation based on the two areas of literature.Design/methodology/approachThe study is conceptual and no empirical data have been used.FindingsThe study advances current understanding of exploration and exploitation by building a new model for organizational ambidexterity that takes into account multiple levels of learning, perspectives from absorptive capacity and inter-organizational learning.Originality/valueThe study’s novelty lies in the creation and discussion of a synthesis of exploration and exploitation stemming from organizational ambidexterity and organizational learning.

Organizational Ambidexterity and Performance: A Meta-Analysis

2013 ◽  
Vol 27 (4) ◽  
pp. 299-312 ◽  
Author(s):  
Paulina Junni ◽  
Riikka M. Sarala ◽  
Vas Taras ◽  
Shlomo Y. Tarba
Keyword(s):  
Meta Analysis ◽  
Organizational Ambidexterity ◽  
And Performance

Toward Organizational Ambidexterity in the Hotel Industry

2016 ◽  
Vol 57 (4) ◽  
pp. 367-378 ◽  
Author(s):  
Mercedes Úbeda-García ◽  
Enrique Claver-Cortés ◽  
Bartolome Marco-Lajara ◽  
Patrocinio Zaragoza-Sáez
Keyword(s):  
Hotel Industry ◽  
Organizational Ambidexterity
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