The Necessity of Developing Ambidextrous Socio-Economic Management Reflexes

Jérémy Clément Salmeron (), Salomé Marty () and Marc Bonnet ()
Additional contact information
Jérémy Clément Salmeron: ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Salomé Marty: ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon
Marc Bonnet: ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations, MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon

Post-Print from HAL

Abstract: In today's rapidly evolving business landscape, developing socio-economic ambidextrous reflexes is essential for strategic leaders. Ambidexterity, the ability to balance and navigate both favorable and unfavorable environments, is crucial for maintaining competitive advantage and fostering long-term success. Strategic leaders must first gather and analyze pertinent information to understand the constantly changing environment. Their decision-making frameworks often oscillate between conservatism and progressivism, depending on their risk appetite, core values, and the temporal demands of their strategy. Effective decision-making structures are paramount, whether decisions are made individually, collaboratively in pairs or small groups, or within executive committees (CODIR). Leaders' willingness to take risks and their ability to embody and drive strategy significantly influence organizational outcomes. Managing internal stakeholders, including opponents and supporters (PAIÉ), is a critical component of this process, requiring adept communication and negotiation skills. Dynamic capabilities play a pivotal role in enabling organizations to adapt and respond to environmental changes. These capabilities allow businesses to thrive in both favorable and unfavorable conditions, contributing to their resilience and adaptability. Developing these reflexes involves implementing training programs to enhance leaders' adaptability and responsiveness, as well as establishing flexible structures and processes that support ambidextrous thinking and action. In summary, fostering ambidextrous reflexes in strategic leaders is imperative for navigating the complexities of today's business environment. By balancing short-term and long-term goals, leveraging dynamic capabilities, and managing diverse internal stakeholders effectively, organizations can achieve sustained success. The development and implementation of ambidextrous capabilities are not just strategic imperatives but also critical for the resilience and adaptability necessary in a constantly changing world.

Date: 2024-10-28
References: Add references at CitEc
Citations:

Published in ISODC Conference 2024 - Navigating Uncertainty in Today’s World, ISODC; ISEOR, Oct 2024, Lyon, France

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

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:hal:journl:hal-04759662

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().