Ambidexterity and the evolution of knowledge management initiatives

Current debates on organizational learning distinguish two distinct and mutually exclusive learning modes: exploration and exploitation. The paper deals with the concept of ambidextrous routines in knowledge management (KM) initiatives. The case study-based findings put this understanding into perspective, as the authors have identified KM initiatives that concurrently facilitate exploration and exploitation. The paper elaborates the characteristics of ambidextrous KM initiatives at micro-level; firms use ambidextrous KM practices to create a learning context, defined rather by guidelines and methods than by a definite purpose. The clear separation of KM initiatives' purpose (aim) and their embedded learning routines and methods enables them to be used ambidextrously. Furthermore, this analysis indicates that ambidextrous KM initiatives follow a path characterized by an increasing variety of purposes but a decreasing variety of underlying structures. Consequently, firms create a learning context that can be activated when necessary in ways required either in an exploratory and/or in an exploitative mode.