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Organizational Ambidexterity And Competitive Advantage: Toward A Research Model

Listed author(s):
  • Gheorghe PREDA

    (Lagos State University, Ojo, Lagos, Nigeria)

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    Ambidextrous organizations have the ability to compete in mature markets and to develop new products and services for emerging markets simultaneously. Competing in mature markets involves cost reduction, increase ofthe efficiency andthe adoption of incremental innovations that are exploitative in their nature. The development of radical new products and services for emerging markets can be achieved through exploratory innovation. The high levels of exploratory and exploitative innovation simultaneously within the same organization can lead to competitive advantage. In this paper, we present the hypotheses of research model to be tested in a future empirical study focused on the link between the capability of ambidextrous organization and their competitive advantage. Based on innovation and competitive advantage theories, we expect that exploratory innovation and exploitative innovation capabilities will sustain the competitive advantage of the organization.

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    Article provided by University of Craiova, Faculty of Economics and Business Administration in its journal Management and Marketing Journal.

    Volume (Year): XII (2014)
    Issue (Month): 1 (May)
    Pages: 67-74

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    Handle: RePEc:aio:manmar:v:xii:y:2014:i:1:p:67-74
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    1. Robert D. Dewar & Jane E. Dutton, 1986. "The Adoption of Radical and Incremental Innovations: An Empirical Analysis," Management Science, INFORMS, vol. 32(11), pages 1422-1433, November.
    2. Abernathy, William J. & Clark, Kim B., 1985. "Innovation: Mapping the winds of creative destruction," Research Policy, Elsevier, vol. 14(1), pages 3-22, February.
    3. Fariborz Damanpour, 1996. "Organizational Complexity and Innovation: Developing and Testing Multiple Contingency Models," Management Science, INFORMS, vol. 42(5), pages 693-716, May.
    4. Kenneth E. Knight, 1967. "A Descriptive Model of the Intra-Firm Innovation Process," The Journal of Business, University of Chicago Press, vol. 40, pages 478-478.
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