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Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Author

Listed:
  • Sebastian Raisch

    (University of St. Gallen, 9000 St. Gallen, Switzerland)

  • Julian Birkinshaw

    (London Business School, Regents Park, London NW1 4SA, United Kingdom)

  • Gilbert Probst

    (University of Geneva, 1211 Geneva 4, Switzerland)

  • Michael L. Tushman

    (Harvard Business School, Boston, Massachusetts 02163)

Abstract

Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: 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? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.

Suggested Citation

  • Sebastian Raisch & Julian Birkinshaw & Gilbert Probst & Michael L. Tushman, 2009. "Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance," Organization Science, INFORMS, vol. 20(4), pages 685-695, August.
    • Handle: RePEc:inm:ororsc:v:20:y:2009:i:4:p:685-695
    DOI: 10.1287/orsc.1090.0428
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    References listed on IDEAS

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