Antecedents to ambidexterity competency in high technology organizations
Aravind Chandrasekaran, Kevin Linderman, Roger Schroeder
Journal of Operations Management, Jan-Feb 2012
Organizational ambidexterity has emerged as a new research paradigm in organization theory.
Four central tensions or research areas were examined in this paper
Should organizations achieve ambidexterity through differentiation or through integration?
Does ambidexterity occur at the individual or organizational level?
Must organizations take a static or dynamic perspective on ambidexterity?
Can ambidexterity arise internally, or do ﬁrms have to externalize some processes?
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, Michael L. Tushman
Vol. 20, No. 4, July–August 2009, pp. 685–695
UNPACKING ORGANIZATIONAL AMBIDEXTERITY:
DIMENSIONS, CONTINGENCIES, AND SYNERGISTIC EFFECTS
QING CAO, ERIC GEDAJLOVIC, HONGPING ZHANG
Forthcoming in Organization Science.
Organizational Ambidexterity: IBM and Emerging Business Opportunities
Charles O’Reilly, J. Bruce Harreld, Michael L. Tushman
Stanford GSB Research Paper No. 2025
Rock Center for Corporate Governance Working Paper No. 53
Building Ambidexterity Into an Organization
Julian Birkinshaw and Cristina Gibson
MITSloan Management Review, SUMMER 2004 VOL.45 NO.4