"Innovation using both hands. Ambidexterity at Fresh Forces "

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This research diagnoses to what degree the organizational structure and context of Fresh Forces simultaneously enable to achieve the desired degree of organizational ambidexterity. The organizational structure is seen from a socio-technical system design approach (STSD), using the design parameters of De Sitter (1997) and the Model Innovation and Organizational Structure (Lekkerkerk, 2012) for describing and diagnosing. The organizational context is based on two contextual mechanisms: the social support context and the performance management context. According to literature, the desired degree of ambidexterity is reached when parallel structures are combined with contextual ambidexterity. A single outcome study is chosen as a research design. The unit of analysis is Fresh Forces (FF); a medium sized enterprise with fifty-eight employees, providing insights in processes of other organizations in order to innovate, accelerate and rejuvenate processes. FF is diagnosed on two different levels: the organizational level and the business unit level. The business unit level is diagnosed by comparing two business units, Fresh Experiences (FE) and Fresh Analytics (FA). Based on the diagnosis, it can be concluded that the organizational structure and context of FF enables FF to achieve ambidexterity by parallel structures and contextual ambidexterity. Although FF is able to be ambidextrous, the balance between both is not always correct. This indicates that current setup does not achieve the desired degree of ambidexterity.
Faculteit der Managementwetenschappen