Organizational Culture Enabler and Inhibitor Factors for Ambidextrous Innovation

Mohammad AlSaied () and Patrick McLaughlin
Additional contact information
Mohammad AlSaied: School of Aerospace, Transport and Manufacturing, Cranfield University, Cranfield MK43 0AL, UK
Patrick McLaughlin: School of Aerospace, Transport and Manufacturing, Cranfield University, Cranfield MK43 0AL, UK

Administrative Sciences, 2024, vol. 14, issue 9, 1-28

Abstract: Ambidextrous innovation is considered to be a key framework for innovation that offers organizations the ability to maintain their current level of competitiveness and develop and sustain a long-term competitive advantage. However, the implementation of ambidextrous innovation is constrained by an organization’s culture. Thus, the aim and objective of the present research are to explore the literature deeply and attempt to understand both organizational culture and ambidextrous innovation, along with key cultural aspects with regard to ambidexterity. The present research deeply dived into the model of organizational culture and attempted to build synergy between each model with respect to ambidexterity. The results of the present research suggest that Cameron and Quinn’s competing value framework, once amalgamated with the Schein model, creates an organizational culture framework that can be used to develop a culture that is best suited to the implementation of ambidextrous innovation. The Schein model provides a comprehensive guideline for each value of the competing value framework. Further, the present research also extracted key insights with regard to the role culture can play in innovation in general and ambidextrous innovation in particular. Finally, the present research also attempted to build a list of culture enablers and inhibitors that can facilitate and impede the process of ambidextrous innovation.

Keywords: organizational culture; ambidextrous innovation; exploration; exploitation; culture models; conceptual framework (search for similar items in EconPapers)
JEL-codes: L M M0 M1 M10 M11 M12 M14 M15 M16 (search for similar items in EconPapers)
Date: 2024
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (1)

Downloads: (external link)
https://www.mdpi.com/2076-3387/14/9/207/pdf (application/pdf)
https://www.mdpi.com/2076-3387/14/9/207/ (text/html)

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:gam:jadmsc:v:14:y:2024:i:9:p:207-:d:1472534

Access Statistics for this article

Administrative Sciences is currently edited by Ms. Nancy Ma

More articles in Administrative Sciences from MDPI
Bibliographic data for series maintained by MDPI Indexing Manager ().