Is ambidexterity a way of managing paradoxes? Lessons from a multiple-case study

Amaury Grimand (), Ewan Oiry () and Aurélien Ragaigne ()
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Amaury Grimand: CEREGE [Poitiers] - Centre de recherche en gestion - UP - Université de Poitiers = University of Poitiers, IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers
Ewan Oiry: CEREGE [Poitiers] - Centre de recherche en gestion - UP - Université de Poitiers = University of Poitiers, ESG-UQAM - UQAM - Université du Québec à Montréal = University of Québec in Montréal, IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers
Aurélien Ragaigne: CEREGE [Poitiers] - Centre de recherche en gestion - UP - Université de Poitiers = University of Poitiers, IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers

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Abstract: Paradoxes are progressively considered as a central form of organizational management. However, their management remains unclear. Dilemma (that consists of focusing on one element of the paradox) and compromise appear to be limited. This paper explores the idea that ambidexterity could be an innovative way of managing paradoxes. To show this, it presents three case studies that illustrate the limitations of dilemma and compromise and underline that ambidextries could be a way of managing paradoxes.

Keywords: Ambidexterity; paradox; management tool; organizational change; case study (search for similar items in EconPapers)
Date: 2015-07-02
Note: View the original document on HAL open archive server: https://hal.science/hal-04474481
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Published in 31st EGOS ( European Group for Organizational Studies) Colloquium, ALBA Graduate Business School, Jul 2015, Athenes, Greece

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