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Unpacking performance benefits of innovation ambidexterity: Evidence from the pharmaceutical industry

Osamu Suzuki

management revue. Socio-economic Studies, 2015, vol. 26, issue 4, 328-348

Abstract: Scholars argue that there is a positive relationship between organizational performance and simultaneous pursuit of exploitation and exploration, or organizational ambidexterity. However, prior work on performance benefits enabled by organizational ambidexterity does not separately examine two distinct mechanisms underlying this positive relationship. Our manuscript advances the literature on organizational ambidexterity by explicating the difference across alternative complementary relationships between exploitative innovation and exploratory innovation, namely a mutually compensatory relationship and a mutually enabling relationship. Our empirical analysis of 50 pharmaceutical firms’ degree of innovation ambidexterity and subsequent firm performance supports the argument. Our findings provide us a more detailed anatomy of mechanisms in which ambidexterity enables favorable organizational performance.

Keywords: ambidexterity; innovation; exploitation; exploration; organizational learning (search for similar items in EconPapers)
JEL-codes: L25 L65 M10 O32 (search for similar items in EconPapers)
Date: 2015
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management revue. Socio-economic Studies is currently edited by Matthias Baum, Ina Ehnert, Marcel Erlinghagen, Simon Fietze, Susanne Gretzinger, Wenzel Matiaske and Sylvia Rohlfer

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