Managing Ambidextrous Organizations for corporate transformation:A case study of Fujifilm's transformation process, Japan

Tomoatsu Shibata, Mitsuru Kodama and Jun Suzuki

No 65, DSSR Discussion Papers from Graduate School of Economics and Management, Tohoku University

Abstract: Within previous research on innovation management, the concept of ambidextrous organizations that allow the two different activities of exploration and exploitation with their different objectives and characteristics to coexist within an organization while being separated has been presented. Regardless of the fact that the relationship between exploration and exploitation differs depending on situations, existing literature does not consider these differences and therefore has only limited relevance and effectiveness. This paper focuses on the product substitutability of exploratory product and existing core products, proposes the cannibalistic and complementary types of ambidextrous organizations, and discusses effective management respectively. Then, through in-depth case study of Fujifilm, the paper illustrates how contingency framework of an ambidextrous organization will be effective for explaining the survival of Fujifilm in the emergence of digitalization. Thus, this paper aims to refine and enhance the concept of ambidextrous organization.

Pages: 27 pages
Date: 2017-02
New Economics Papers: this item is included in nep-ino
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http://hdl.handle.net/10097/00120352

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