In with both feet: How the notion of organizational ambidexterity can develop learning practices

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds his/her own impartial comments and places the articles in context.

Findings

The 1990s can be praised for a number of things when it comes to business. Despite the fact that it saw the bursting of the property fact that it saw the bursting of the property bubble in many economies, and saw the start of the dot com boom, it did see a number of legendary theories come to light that have since helped businesses understand how to be successful and prevent major problems. Perhaps chief among these was Christenson’s Innovator’s Dilemma, published first in the late 1990s and home to the theory that major firms could be disrupted by much smaller firms when they were stuck between innovation and doubling down on what was still successful for them. Sadly, for many firms, this theory has been shown to have several applications in practice over the years.

Practical implications

This paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2020), "In with both feet: How the notion of organizational ambidexterity can develop learning practices", Development and Learning in Organizations, Vol. 34 No. 5, pp. 21-23. https://doi.org/10.1108/DLO-10-2019-0235