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Different Ambidextrous Learning Architectures and the Role of HRM Systems

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  • Hubert Lackner
  • Wolfgang H. Güttel
  • Christian Garaus
  • Stefan Konlechner
  • Barbara Müller
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    Abstract

    During the past decade ambidexterity has emerged as the central research stream in organization science to investigate how organizations manage to remain successful over time. By using the lens of organizational learning, ambidexterity can be defined as the simultaneous pursuit of exploration and exploitation. However, the link between ambidexterity and the human resource management of a firm is still a blind spot on the ambidexterity research map. To shed light on this issue, we show how different ambidextrous learning architectures can be created and maintained by the means of consistent HRM systems. By doing so, we show how HRM systems as specific bundles of HRM practices facilitate ambidextrous learning. Thereby we emphasize the challenge of creating and sustaining the horizontal and vertical fit of an HRM system with regard to different ambidextrous designs.

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    File URL: http://www3.druid.dk/wp/20110010.pdf
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    Bibliographic Info

    Paper provided by DRUID, Copenhagen Business School, Department of Industrial Economics and Strategy/Aalborg University, Department of Business Studies in its series DRUID Working Papers with number 11-10.

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    Date of creation: 2011
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    Handle: RePEc:aal:abbswp:11-10

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    Web page: http://www.druid.dk/

    Related research

    Keywords: Ambidexterity; Exploration; Exploitation; Organizational Learning; HRM; Strategic Human Resource Management;

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    1. Justin J. P. Jansen & Gerard George & Frans A. J. Van den Bosch & Henk W. Volberda, 2008. "Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership," Journal of Management Studies, Wiley Blackwell, vol. 45(5), pages 982-1007, 07.
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