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)
Please use this url to cite or link to this publication:
https://lup.lub.lu.se/record/2254643
- author
- Pan Fagerlin, Wen
LU
and Björklund, Matts
LU
- organization
- publishing date
- 2010
- type
- Contribution to conference
- publication status
- published
- subject
- keywords
- ambidexterity, knowledge, organizational learning, innovation
- conference name
- Conference for Organizational Learning, Knowledge and Capabilities, 2010
- conference location
- Boston, MA, United States
- conference dates
- 2010-06-03 - 2010-06-06
- language
- English
- LU publication?
- yes
- id
- f267ad0f-8e05-49f9-9483-20e417cb45ee (old id 2254643)
- date added to LUP
- 2016-04-04 14:28:03
- date last changed
- 2018-11-21 21:20:30
@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}},
keywords = {{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}},
}