Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma
How do organizations survive in the face of change? Underlying this question is a rich debate about whether organizations can adapt--and if so how. One perspective, organizational ecology, presents evidence suggesting that most organizations are largely inert and ultimately fail. A second perspective argues that some firms do learn and adapt to shifting environmental contexts. Recently, this latter view has coalesced around two themes. The first, based on research in strategy suggests that dynamic capabilities, the ability of a firm to reconfigure assets and existing capabilities, explains long-term competitive advantage. The second, based on organizational design, argues that ambidexterity, the ability of a firm to simultaneously explore and exploit, enables a firm to adapt over time. In this paper we review and integrate these comparatively new research streams and identify a set of propositions that suggest how ambidexterity acts as a dynamic capability. We suggest that efficiency and innovation need not be strategic tradeoffs and highlight the substantive role of senior teams in building dynamic capabilities.
|Date of creation:||Mar 2007|
|Date of revision:|
|Contact details of provider:|| Postal: Stanford University, Stanford, CA 94305-5015|
Phone: (650) 723-2146
Web page: http://gsbapps.stanford.edu/researchpapers/
More information through EDIRC
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Haim Mendelson & Ravindran R. Pillai, 1999. "Industry Clockspeed: Measurement and Operational Implications," Manufacturing & Service Operations Management, INFORMS, vol. 1(1), pages 1-20.
- Jansen, J.J.P. & van den Bosch, F.A.J. & Volberda, H.W., 2005. "Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents matter?," ERIM Report Series Research in Management ERS-2005-025-STR, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
- Ghemawat, Pankaj & Ricart, Joan E., 1993. "Organizational tension between static and dynamic efficiency, The," IESE Research Papers D/255, IESE Business School.
- Sull, Donald N & Tedlow, Richard S & Rosenbloom, Richard S, 1997. "Managerial Commitments and Technological Change in the US Tire Industry," Industrial and Corporate Change, Oxford University Press, vol. 6(2), pages 461-501, March.
- Francisco LouÁã & Sandro MendonÁa, 2002. "Steady change: the 200 largest US manufacturing firms throughout the 20th century," Industrial and Corporate Change, Oxford University Press, vol. 11(4), pages 817-845, August.
- Milgrom, Paul & Roberts, John, 1995. "Complementarities and fit strategy, structure, and organizational change in manufacturing," Journal of Accounting and Economics, Elsevier, vol. 19(2-3), pages 179-208, April.
- Lee Fleming, 2002. "Finding the organizational sources of technological breakthroughs: the story of Hewlett-Packard's thermal ink-jet," Industrial and Corporate Change, Oxford University Press, vol. 11(5), pages 1059-1084, November.
- Jongseok Lee & Jeho Lee & Habin Lee, 2003. "Exploration and Exploitation in the Presence of Network Externalities," Management Science, INFORMS, vol. 49(4), pages 553-570, April.
- Sull, Donald N., 1999. "The Dynamics of Standing Still: Firestone Tire & Rubber and the Radial Revolution," Business History Review, Cambridge University Press, vol. 73(03), pages 430-464, September.
- Julio Rotemberg & Garth Saloner, 2000. "Visionaries, Managers, and Strategic Direction," RAND Journal of Economics, The RAND Corporation, vol. 31(4), pages 693-716, Winter.
- Steven Klepper, 2002. "The capabilities of new firms and the evolution of the US automobile industry," Industrial and Corporate Change, Oxford University Press, vol. 11(4), pages 645-666, August.
- Helfat, C.E. & Raubitschek, R.S., 2000. "Product Sequencing: Co-Evolution of Knowledge, Capabilities and Products," Papers 00-1, U.S. Department of Justice - Antitrust Division.
- Justin J.P. Jansen & Frans A.J. Van den Bosch & Henk W. Volberda, 2005. "Exploratory Innovation, Exploitative Innovation, And Ambidexterity: The Impact Of Environmental And Organizational Antecedents," Schmalenbach Business Review (sbr), LMU Munich School of Management, vol. 57(4), pages 351-363, October.
- Henry Chesbrough & Richard S. Rosenbloom, 2002. "The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies," Industrial and Corporate Change, Oxford University Press, vol. 11(3), pages 529-555, June.
- Carl Shapiro, 1989. "The Theory of Business Strategy," RAND Journal of Economics, The RAND Corporation, vol. 20(1), pages 125-137, Spring.
- Jatinder S. Sidhu & Henk W. Volberda & Harry R. Commandeur, 2004. "Exploring Exploration Orientation and its Determinants: Some Empirical Evidence," Journal of Management Studies, Wiley Blackwell, vol. 41(6), pages 913-932, 09.
- Tripsas, Mary, 1997. "Surviving Radical Technological Change through Dynamic Capability: Evidence from the Typesetter Industry," Industrial and Corporate Change, Oxford University Press, vol. 6(2), pages 341-77, March.
- Nickerson, J.A. & Zenger, T.R., 1999. "Being Efficiently Fickle: a Dynamic Theory of Organizational Choice," Washington University 99-01, Business, Law and Economics Center, John M. Olin School of Business, Washington University.
When requesting a correction, please mention this item's handle: RePEc:ecl:stabus:1963. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: ()
If references are entirely missing, you can add them using this form.