Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Published Online:10 Jun 2009https://doi.org/10.1287/orsc.1090.0428
References
- Social capital: Prospects for a new concept. Acad. Management Rev. (2002) 27(1):17–40Crossref, Google Scholar
- Flexibility versus efficiency: A case study of model changeovers in the Toyota production system. Organ. Sci. (1999) 10(1):43–68Link, Google Scholar
- Creativity in Context (1996) (Westview Press, Boulder, CO) Google Scholar
- Demography and design: Predictors of new product team performance. Organ. Sci. (1992) 3(3):321–341Link, Google Scholar
- Time: A new research lens. Acad. Management Rev. (2001) 26:645–663Crossref, Google Scholar
- Exploitation-exploration tensions and organizational ambidexterity: Managing paradoxes of innovation. Organ. Sci. (2009) 20(4):696–717Link, Google Scholar
- Resolving the capability-rigidity paradox in new product innovation. J. Marketing (2005) 69(4):61–83Crossref, Google Scholar
- Exploratory and exploitative learning in new product development: A social capital perspective on new technology ventures in China. J. Internat. Marketing (2007) 15(2):1–29Crossref, Google Scholar
- Balancing exploration and exploitation: The moderating role of competitive intensity. J. Bus. Res. (2005) 58:1652–1661Crossref, Google Scholar
- , Heene A., Sanchez R. Strategic renewal in large complex organizations: A competence- based view. Competence-Based Strategic Management (1997) (John Wiley & Sons, Chichester, UK) 89–110Google Scholar
- The influence of founding team company affiliations on firm behavior. Acad. Management J. (2006) 49(4):741–758Crossref, Google Scholar
- Exploitation, exploration, and process management: The productivity dilemma revisited. Acad. Management Rev. (2003) 28:238–256Crossref, Google Scholar
- Competing on the Edge: Strategy as Structured Chaos (1998) (Harvard Business School Press, Boston) Google Scholar
- Parallel Learning Structures: Increasing Innovation in Bureaucracies (1991) (Addison-Wesley, Reading, MA) Google Scholar
- Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organ. Sci. (2009) 20(4):781–796Link, Google Scholar
- A pragmatic view of knowledge and boundaries: Boundary objects in new product development. Organ. Sci. (2004) 15(4):442–455Link, Google Scholar
- The Innovator's Dilemma (1998) (Harvard Business School Press, Boston) Google Scholar
- Absorptive capacity: A new perspective on learning and innovation. Admin. Sci. Quart. (1990) 35(1):128–152Crossref, Google Scholar
- Interpretive barriers to successful product innovation in large firms. Organ. Sci. (1992) 3(2):179–202Link, Google Scholar
- , Kilmann R. H., Pondy L. R., Slevin D. P. The ambidextrous organization: Designing dual structures for innovation. The Management of Organization Design, Vol 1. Strategies and Implementation (1976) (North-Holland, New York) 167–188Google Scholar
- Paradox, spirals, ambivalence: The new language of change and pluralism. Acad. Management Rev. (2000) 25(4):703–705Crossref, Google Scholar
- Dynamic capabilities: What are they? Strategic Management J. (2000) 21(October–November):1105–1121Crossref, Google Scholar
- Strategizing throughout the organization: Managing role conflict in strategic renewal. Acad. Management Rev. (2000) 25:154–177Crossref, Google Scholar
- Xerox PARC: Innovation without profit? (2005) . ECCH Case Study 305-053-1, ICFAI Center for Management Research, Hyderabad, IndiaGoogle Scholar
- The Individualized Corporation: A Fundamentally New Approach to Management (1997) (Harper Business, New York) Google Scholar
- The antecedents, consequences, and mediating role of organizational ambidexterity. Acad. Management J. (2004) 47:209–226Crossref, Google Scholar
- Unbundling the structure of inertia: Resource vs. routine rigidity. Acad. Management J. (2005) 48(5):741–763Crossref, Google Scholar
- Change in the presence of residual fit: Can competing frames coexist? Organ. Sci. (2006) 17(1):150–167Link, Google Scholar
- Contingency perspectives of organizational strategy: A critical review of the empirical research. Acad. Management Rev. (1985) 10(3):421–434Crossref, Google Scholar
- Hiring stars and their colleagues: Exploration and exploitation in professional service firms. Organ. Sci. (2009) 20(4):740–758Link, Google Scholar
- Renewal through reorganization: The value of inconsistencies between formal and informal organization. Organ. Sci. (2009) 20(2):422–440Link, Google Scholar
- The interplay between exploration and exploitation. Acad. Management J. (2006) 4:693–706Crossref, Google Scholar
- The search-transfer problem: The role of weak ties in sharing knowledge across organizational subunits. Admin. Sci. Quart. (1999) 44:83–111Crossref, Google Scholar
- Brokering knowledge: Linking learning and innovation. Res. Organ. Behav. (2002) 24:41–85Crossref, Google Scholar
- Technology brokering and innovation in a product development firm. Admin. Sci. Quart. (1997) 42(4):716–749Crossref, Google Scholar
- Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organ. Sci. (2004) 15(4):481–494Link, Google Scholar
- Measuring competence? Exploring firm effects in pharmaceutical research. Strategic Management J. (1994) 15:63–84Crossref, Google Scholar
- Strategy-organization configurations in corporate venture units: Impact on performance and survival. J. Bus. Venturing (2008) 23:423–444Crossref, Google Scholar
- Experiential learning processes of exploitation and exploration within and between organizations: An empirical study of product development. Organ. Sci. (2004) 15(1):70–81Link, Google Scholar
- Knowledge sharing ambidexterity in long-term interorganizational relationships. Management Sci. (2008) 54(7):1281–1296Link, Google Scholar
- Social capital, networks, and knowledge transfer. Acad. Management Rev. (2005) 30(1):146–165Crossref, Google Scholar
- Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Sci. (2006) 52(11):1661–1674Link, Google Scholar
- Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership. J. Management Stud. (2008) 45(5):982–1007Crossref, Google Scholar
- Structural differentiation and ambidexterity: The mediating role of integration mechanisms. Organ. Sci. (2009) 20(4):797–811Link, Google Scholar
- Organizational configurations and performance: A comparison of theoretical approaches. Acad. Management J. (1993) 36(6):1278–1313Crossref, Google Scholar
- Knowledge of the firm, combinative capabilities, and the replication of technology. Organ. Sci. (1992) 3(3):383–397Link, Google Scholar
- Organizational legitimacy under conditions of complexity: The case of multinational enterprise. Acad. Management Rev. (1999) 24:64–81Crossref, Google Scholar
- Tradeoffs in marketing exploitation and exploration strategies: The overlooked role of market orientation. Internat. J. Res. Marketing (2004) 21(3):219–240Crossref, Google Scholar
- Balancing exploration and exploitation in alliance formation. Acad. Management J. (2006) 49(4):797–818Crossref, Google Scholar
- Differentiation and integration in complex organizations. Admin. Sci. Quart. (1967) 12(1):1–47Crossref, Google Scholar
- The myopia of learning. Strategic Management J. (1993) 14:95–112Crossref, Google Scholar
- The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing. Management Sci. (2007) 53(10):1645–1658Link, Google Scholar
- Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. J. Management (2006) 32(5):646–672Crossref, Google Scholar
- Exploration and exploitation in organizational learning. Organ. Sci. (1991) 2(1):71–87Link, Google Scholar
- Organizations: A Quantum View (1984) (Prentice-Hall, Englewood Cliffs, NJ) Google Scholar
- The use of knowledge for technological innovation within diversified firms. Acad. Management J. (2007) 50(2):308–326Crossref, Google Scholar
- Investigating managers' exploration and exploitation activities: The influence of top-down, bottom-up, and horizontal knowledge inflows. J. Management Stud. (2007) 44(6):910–931Crossref, Google Scholar
- Understanding variation in managers' ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organ. Sci. (2009) 20(4):812–828Link, Google Scholar
- Social capital, intellectual capital, and the organizational advantage. Acad. Management Rev. (1998) 23(2):242–266Crossref, Google Scholar
- Being efficiently fickle: A dynamic theory of organizational choice. Organ. Sci. (2002) 13(5):547–566Link, Google Scholar
- Social networks, the tertius lungens orientation, and involvement in innovation. Admin. Sci. Quart. (2005) 50(1):100–130Crossref, Google Scholar
- The ambidextrous organization. Harvard Bus. Rev. (2004) 82:74–81Google Scholar
- Ambidexterity as a dynamic capability: Resolving the innovator's dilemma. Res. Organ. Behav. (2008) 28:185–206Crossref, Google Scholar
- Organizational crisis: The logic of failure. Acad. Management Executive (2005) 19(1):90–105Google Scholar
- What they know vs. what they do: How acquirers leverage technology acquisitions. Strategic Management J. (2007) 28(8):805–826Crossref, Google Scholar
- Organizing for innovation: Managing the coordination-autonomy dilemma in technology acquisitions. Acad. Management J. (2006) 49(2):263–280Crossref, Google Scholar
- Balanced structures: Designing organizations for profitable growth. Long Range Planning (2008) 41(5):483–508Crossref, Google Scholar
- Organizational ambidexterity: Antecedents, outcomes, and moderators. J. Management (2008) 34(3):375–409Crossref, Google Scholar
- Beyond local search: Boundary-spanning, exploration, and impact in the optical disk industry. Strategic Management J. (2001) 22(4):287–306Crossref, Google Scholar
- Ambidexterity in technology sourcing: The moderating role of absorptive capacity. Organ. Sci. (2009) 20(4):759–780Link, Google Scholar
- Exploration and exploitation alliances in biotechnology: A system of new product development. Strategic Management J. (2004) 25(3):201–221Crossref, Google Scholar
- How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. Strategic Management J. (2007) 28(9):913–933Crossref, Google Scholar
- Evolution toward fit. Admin. Sci. Quart. (2002) 47(1):125–159Crossref, Google Scholar
- Temporarily divide to conquer: Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. Organ. Sci. (2003) 14(6):650–669Link, Google Scholar
- Managing strategic contradictions: A top management model for managing innovation streams. Organ. Sci. (2005) 16(5):522–536Link, Google Scholar
- Organizational linkages for surviving technological change: Complementary assets, middle management, and ambidexterity. Organ. Sci. (2009) 20(4):718–739Link, Google Scholar
- Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management J. (2007) 28(13):1319–1350Crossref, Google Scholar
- Knowing your clients: The joint effect of client and internal social capital on organizational ambidexterity. (2008) Strategic Management Society Annual ConferenceCologne, GermanyGoogle Scholar
- Do bridging ties complement strong ties? An empirical examination of alliance ambidexterity. Strategic Management J. (2008) 29(3):251–272Crossref, Google Scholar
- Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Rev. (1996) 38:8–30Crossref, Google Scholar
- Strategic ambidexterity and sales growth: A longitudinal test in the software sector. (2007) . Unpublished manuscript, Boston University, Boston, http://www.softwareecosystems.com/SMJManuscript_revised.pdfGoogle Scholar
- The temporal development of strategy: Patterns in the U.K. insurance industry. Organ. Sci. (1999) 10(5):601–621Link, Google Scholar
- , Gilbert D., Fiske S. T., Lindzey G. Control and automaticity in social life. Handbook of Social Psychology (1998) 14th ed.(McGraw-Hill, New York) 446–496Google Scholar
- Organization design and effectiveness over the innovation life cycle. Organ. Sci. (2006) 17(2):230–238Link, Google Scholar
- Absorptive capacity: A review, reconceptualization, and extension. Acad. Management Rev. (2002) 27(2):185–203Crossref, Google Scholar
- Modeling the dynamics of strategic fit: A normative approach to strategic change. Strategic Management J. (2000) 21(4):429–455Crossref, Google Scholar

