Online from: 1988
|Title:||Organizational ambidexterity: antecedents, outcomes and moderators|
|Author(s):||Raisch S, Birkinshaw J|
|Journal:||Journal of Management, Jun 2008, Volume: 34 Issue: 3 pp.375-409 (35 pages)|
|Keywords:||Competences, Competitive Advantage, Leadership, Organizational Change, Organizational Performance, Organizational Structure|
|Article type:||Conceptual paper|
|Reference:||37AM889 (Permanent URL)|
Design/methodology/approach - Based on a review of the research into organizational ambidexterity and the related themes of organizational learning, technological innovation, organizational adaptation, strategic management and organizational design, which has been published in the major management journals, develops a framework for understanding organizational ambidexterity, its antecedents, moderator and outcomes.
Findings - Identifies the organization's structure, context and leadership as shaping the extent to which an organization can both maintain the stability to exploit its existing strengths and the flexibility to respond to change. Sees the outcome as being superior organizational performance. Argues that environmental factors, such as dynamism and competitiveness, will moderate the antecedents and outcomes of organizational ambidexterity, as will firm-specific factors, such as market orientation, resources and the firm's size and focus.
Research limitations/implications - Sets out the theoretical basis of the model and discusses the research needed to test it.
Originality/value - Develops a multidisciplinary analysis of organizational competitiveness.