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Walking a Tightrope in Organisational Ambidexterity

Hoppen, Tizian LU and Jeppsson, Susanne LU (2018) BUSN09 20181
Department of Business Administration
Abstract
Title: Walking a Tightrope in Organisational Ambidexterity: Ambidextrous Micro-Balancing as a Prerequisite for Managerial Success
Authors: Tizian Hoppen & Susanne Jeppsson
Supervisor: Merle Jacob
Submission Date: 27th of May 2018
Keywords: Organisational Ambidexterity, Exploration versus Exploitation, Efficiency and Flexibility, Managerial Challenges, Strategic Management
Purpose: Responding to a well-defined research gap, the purpose of this study is to identify challenges that arise from organisational ambidexterity and to assess implications for managers derived from these challenges.
Research Question: What are the challenges managers face in sustaining organisational ambidexterity?
Methodology: A qualitative, multiple-case... (More)
Title: Walking a Tightrope in Organisational Ambidexterity: Ambidextrous Micro-Balancing as a Prerequisite for Managerial Success
Authors: Tizian Hoppen & Susanne Jeppsson
Supervisor: Merle Jacob
Submission Date: 27th of May 2018
Keywords: Organisational Ambidexterity, Exploration versus Exploitation, Efficiency and Flexibility, Managerial Challenges, Strategic Management
Purpose: Responding to a well-defined research gap, the purpose of this study is to identify challenges that arise from organisational ambidexterity and to assess implications for managers derived from these challenges.
Research Question: What are the challenges managers face in sustaining organisational ambidexterity?
Methodology: A qualitative, multiple-case study design has been crafted to capture managers’ perceptions of the challenges they face and how they deal with them across companies from different industries and sizes. The empirical results are based on assessing qualitative interviews as well as organisational documents.
Findings: To succeed in balancing the overarching objective in organisational ambidexterity between exploration and exploitation, managers across different hierarchy levels are challenged to strike multiple balances in their daily work. Managers need to balance a) communication types to resolve insufficient communication of the strategy, b) generalists and specialist knowledge to resolve workforce scarcity, c) entrepreneurship and routines to resolve slow and inflexible processes and finally, d) competition and cooperation to resolve conflicting objectives between units.
Contributions: By developing the concept of Ambidextrous Micro-Balancing, this study contributes to the rich field of organisational ambidexterity on the managerial level; as a prerequisite for pursuing an ambidextrous strategy in teams, units and as a company. (Less)
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author
Hoppen, Tizian LU and Jeppsson, Susanne LU
supervisor
organization
alternative title
Ambidextrous Micro-Balancing as a Prerequisite for Managerial Success
course
BUSN09 20181
year
type
H1 - Master's Degree (One Year)
subject
keywords
Organisational Ambidexterity, Exploration versus Exploitation, Efficiency and Flexibility, Managerial Challenges, Strategic Management
language
English
id
8955240
date added to LUP
2018-07-30 09:11:11
date last changed
2018-07-30 09:11:11
@misc{8955240,
  abstract     = {Title: Walking a Tightrope in Organisational Ambidexterity: Ambidextrous Micro-Balancing as a Prerequisite for Managerial Success
Authors: Tizian Hoppen & Susanne Jeppsson
Supervisor: Merle Jacob
Submission Date: 27th of May 2018
Keywords: Organisational Ambidexterity, Exploration versus Exploitation, Efficiency and Flexibility, Managerial Challenges, Strategic Management
Purpose: Responding to a well-defined research gap, the purpose of this study is to identify challenges that arise from organisational ambidexterity and to assess implications for managers derived from these challenges.
Research Question: What are the challenges managers face in sustaining organisational ambidexterity?
Methodology: A qualitative, multiple-case study design has been crafted to capture managers’ perceptions of the challenges they face and how they deal with them across companies from different industries and sizes. The empirical results are based on assessing qualitative interviews as well as organisational documents.
Findings: To succeed in balancing the overarching objective in organisational ambidexterity between exploration and exploitation, managers across different hierarchy levels are challenged to strike multiple balances in their daily work. Managers need to balance a) communication types to resolve insufficient communication of the strategy, b) generalists and specialist knowledge to resolve workforce scarcity, c) entrepreneurship and routines to resolve slow and inflexible processes and finally, d) competition and cooperation to resolve conflicting objectives between units.
Contributions: By developing the concept of Ambidextrous Micro-Balancing, this study contributes to the rich field of organisational ambidexterity on the managerial level; as a prerequisite for pursuing an ambidextrous strategy in teams, units and as a company.},
  author       = {Hoppen, Tizian and Jeppsson, Susanne},
  keyword      = {Organisational Ambidexterity,Exploration versus Exploitation,Efficiency and Flexibility,Managerial Challenges,Strategic Management},
  language     = {eng},
  note         = {Student Paper},
  title        = {Walking a Tightrope in Organisational Ambidexterity},
  year         = {2018},
}