Organizations as the change agents in society

Abstract

This study aims to contribute to the knowledge of micro mechanisms for organizational ambidexterity. This organizational ambidexterity is analyzed by using the dynamic capability theory. Since there is no explicit business strategy, small case studies can help to gain knowledge about understanding the capabilities of practice and reflect this in the theory. Methodology: A contribution is made to the demand for smaller N case studies to better understand practice. This case study took place at a Higher Education Institution where the decision was made to investigate sustainability goals. An exploratory approach to the research was chosen, because this Higher Education Institution still has a lot of flexibility in terms of sustainability. Furthermore, because of the societal implications of sustainability goals, the study takes a transdisciplinary approach. Scientific relevance: This research contributes to the organizational academic ambidexterity literature. First, it uncovers aspects of the micro mechanisms that enable organizational ambidexterity and how this leads to the achievement of strategic goals. It provides insight into how ambidexterity can be a dynamic capability for an organization. The study was designed based on a recommendation by Turner et al. (2012) to conduct further research to understand the micro mechanisms for an ambidextrous organization. There are numerous collective and structural studies, using the Turner et al. (2012) model allows for a better understanding of theory and practice at various levels. Practical relevance: The findings of this research can serve as information for Radboud University, Higher Education Institutions and organizations. When considerations are made about exploration or exploitation, this research can be used as a guide. There is specific information about Radboud University in this case study, particularly about the coordinators of the Radboud Centre for Sustainability Challenges and Radboud Sustainable.