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Organizational Culture Enabler and Inhibitor Factors for Ambidextrous Innovation

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Listed:
  • Mohammad AlSaied

    (School of Aerospace, Transport and Manufacturing, Cranfield University, Cranfield MK43 0AL, UK)

  • Patrick McLaughlin

    (School of Aerospace, Transport and Manufacturing, Cranfield University, Cranfield MK43 0AL, UK)

Abstract

Ambidextrous innovation is considered to be a key framework for innovation that offers organizations the ability to maintain their current level of competitiveness and develop and sustain a long-term competitive advantage. However, the implementation of ambidextrous innovation is constrained by an organization’s culture. Thus, the aim and objective of the present research are to explore the literature deeply and attempt to understand both organizational culture and ambidextrous innovation, along with key cultural aspects with regard to ambidexterity. The present research deeply dived into the model of organizational culture and attempted to build synergy between each model with respect to ambidexterity. The results of the present research suggest that Cameron and Quinn’s competing value framework, once amalgamated with the Schein model, creates an organizational culture framework that can be used to develop a culture that is best suited to the implementation of ambidextrous innovation. The Schein model provides a comprehensive guideline for each value of the competing value framework. Further, the present research also extracted key insights with regard to the role culture can play in innovation in general and ambidextrous innovation in particular. Finally, the present research also attempted to build a list of culture enablers and inhibitors that can facilitate and impede the process of ambidextrous innovation.

Suggested Citation

  • Mohammad AlSaied & Patrick McLaughlin, 2024. "Organizational Culture Enabler and Inhibitor Factors for Ambidextrous Innovation," Administrative Sciences, MDPI, vol. 14(9), pages 1-28, September.
  • Handle: RePEc:gam:jadmsc:v:14:y:2024:i:9:p:207-:d:1472534
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    References listed on IDEAS

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    1. Kristian Peters & Paul Buijs, 2022. "Strategic ambidexterity in green product innovation: Obstacles and implications," Business Strategy and the Environment, Wiley Blackwell, vol. 31(1), pages 173-193, January.
    2. Meehee Cho & Mark A. Bonn & Su Jin Han, 2020. "Innovation ambidexterity: balancing exploitation and exploration for startup and established restaurants and impacts upon performance," Industry and Innovation, Taylor & Francis Journals, vol. 27(4), pages 340-362, April.
    3. Bruyaka, Olga & Prange, Christiane, 2020. "International cultural ambidexterity: Balancing tensions of foreign market entry into distant and proximate cultures," Journal of Business Research, Elsevier, vol. 118(C), pages 491-506.
    4. Du, Shuili & Xie, Chunyan, 2021. "Paradoxes of artificial intelligence in consumer markets: Ethical challenges and opportunities," Journal of Business Research, Elsevier, vol. 129(C), pages 961-974.
    5. Hogan, Suellen J. & Coote, Leonard V., 2014. "Organizational culture, innovation, and performance: A test of Schein's model," Journal of Business Research, Elsevier, vol. 67(8), pages 1609-1621.
    6. Cai, Ying & Lin, Jun & Zhang, Ruxin, 2023. "When and how to implement design thinking in the innovation process: A longitudinal case study," Technovation, Elsevier, vol. 126(C).
    7. Sahi, Gurjeet Kaur & Gupta, Mahesh C. & Cheng, T.C.E., 2020. "The effects of strategic orientation on operational ambidexterity: A study of indian SMEs in the industry 4.0 era," International Journal of Production Economics, Elsevier, vol. 220(C).
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    Cited by:

    1. Mohammad AlSaied & Patrick McLaughlin & Mohamed Afy-Shararah & John Patsavellas & Abdullah Alkhoraif, 2025. "Cultural Dynamics and Ambidextrous Innovation: Insights from Saudi Arabia’s Project-Based Organizations—A Thematic–Explorative Study," Administrative Sciences, MDPI, vol. 15(4), pages 1-38, March.

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