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In Pursuit of Ambidextrous Organizations: Using Knowledge Sharing and Organizational Learning to bridge structural ambidexterity and contextual ambidexterity

Pan Fagerlin, Wen LU and Björklund, Matts LU (2010) Conference for Organizational Learning, Knowledge and Capabilities, 2010
Abstract
Organizational ambidexterity has emerged as a research area promoting innovation for both short- and long- term success. Structural ambidexterity proposes dual structures and strategies to differentiate efforts, focusing on one or the other form of innovation. In contrast, contextual ambidexterity relies on behavioral and social means to integrate exploitation and exploration. In this article we highlight the limitations of the existing theories of ambidexterity in relation to knowledge creation and organizational learning. A more comprehensive model of organizational ambidexterity (transformational ambidexterity) is suggested by integrating exploration and exploitation through knowledge sharing and cross-functional learning practice. In... (More)
Organizational ambidexterity has emerged as a research area promoting innovation for both short- and long- term success. Structural ambidexterity proposes dual structures and strategies to differentiate efforts, focusing on one or the other form of innovation. In contrast, contextual ambidexterity relies on behavioral and social means to integrate exploitation and exploration. In this article we highlight the limitations of the existing theories of ambidexterity in relation to knowledge creation and organizational learning. A more comprehensive model of organizational ambidexterity (transformational ambidexterity) is suggested by integrating exploration and exploitation through knowledge sharing and cross-functional learning practice. In this way it becomes possible to bridge parts of structural- and contextual ambidexterity. (Less)
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author
organization
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type
Contribution to conference
publication status
published
subject
keywords
ambidexterity, knowledge, organizational learning, innovation
conference name
Conference for Organizational Learning, Knowledge and Capabilities, 2010
language
English
LU publication?
yes
id
f267ad0f-8e05-49f9-9483-20e417cb45ee (old id 2254643)
date added to LUP
2011-12-20 10:50:41
date last changed
2016-04-16 12:34:40
@misc{f267ad0f-8e05-49f9-9483-20e417cb45ee,
  abstract     = {Organizational ambidexterity has emerged as a research area promoting innovation for both short- and long- term success. Structural ambidexterity proposes dual structures and strategies to differentiate efforts, focusing on one or the other form of innovation. In contrast, contextual ambidexterity relies on behavioral and social means to integrate exploitation and exploration. In this article we highlight the limitations of the existing theories of ambidexterity in relation to knowledge creation and organizational learning. A more comprehensive model of organizational ambidexterity (transformational ambidexterity) is suggested by integrating exploration and exploitation through knowledge sharing and cross-functional learning practice. In this way it becomes possible to bridge parts of structural- and contextual ambidexterity.},
  author       = {Pan Fagerlin, Wen and Björklund, Matts},
  keyword      = {ambidexterity,knowledge,organizational learning,innovation},
  language     = {eng},
  title        = {In Pursuit of Ambidextrous Organizations: Using Knowledge Sharing and Organizational Learning to bridge structural ambidexterity and contextual ambidexterity},
  year         = {2010},
}