Ambidexterity as capability: how organizations survive in the face of change. A research into how ambidexterity capabilities enable senior management to deal with the ambidexterity tension
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2018-08-29
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en
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Organization’s long-term success depends on its ability to exploit its current capabilities while simultaneously exploring fundamentally new competencies. Ambidexterity is simultaneously exploiting and exploring. This study emphasizes the nature of ambidexterity as a capability. There exists a gap in understanding how senior managers are dealing with ambidexterity. Therefore, the research question is: “How do ambidexterity capabilities enable organizations to deal with the ambidexterity tension?” O’Reilly and Tushman (2008) have studied ambidexterity as capability and their pioneering work will provide an appropriate theoretical framework. A deductive, qualitative research is conducted within eight organizations in the manufacturing industry. Interviews have been transcribed in full detail. Coded fragments have been compared and showed that ambidexterity tension expresses itself differently for each organization. Ambidexterity capabilities can be categorized in five themes. The findings provide complementary insights to the ambidexterity capabilities literature by providing specific capabilities.
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Faculteit der Managementwetenschappen