Leveraging two forms of innovation with organizational ambidexterity: The strategic secrets behind building high-performance brand management capability

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 their own impartial comments and places the articles in context.

Findings

This research paper's authors were correct in their predictions that both exploratory and exploitative innovation activity positively affects brand management capabilities in B2B companies, and consequently impact brand performance. Based on the results, combining exploitation and exploration strategies is a risk-balanced way of achieving brand management success. Managers are therefore encouraged to pursue both avenues rather than choosing between the two strategies.

Originality/value

The briefing saves busy executives, strategists 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

(2021), "Leveraging two forms of innovation with organizational ambidexterity: The strategic secrets behind building high-performance brand management capability", Strategic Direction, Vol. 37 No. 2, pp. 26-28. https://doi.org/10.1108/SD-11-2020-0202