Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Sebastian Raisch (), Julian Birkinshaw (), Gilbert Probst () and Michael L. Tushman ()
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Sebastian Raisch: University of St. Gallen, 9000 St. Gallen, Switzerland
Julian Birkinshaw: London Business School, Regents Park, London NW1 4SA, United Kingdom
Gilbert Probst: University of Geneva, 1211 Geneva 4, Switzerland
Michael L. Tushman: Harvard Business School, Boston, Massachusetts 02163

Organization Science, 2009, vol. 20, issue 4, 685-695

Abstract: Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.

Keywords: ambidexterity; change; exploitation; exploration; innovation; organization design (search for similar items in EconPapers)
Date: 2009
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Citations: View citations in EconPapers (372)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:20:y:2009:i:4:p:685-695

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