Organizational Ambidexterity: Past, Present and Future
Charles A. O'Reilly III
Stanford University - Graduate School of Business
Harvard University - Organizational Behavior Unit
June 26, 2013
Academy of Management Perspectives, Forthcoming
Rock Center for Corporate Governance at Stanford University Working Paper No. 142
Stanford University Graduate School of Business Research Paper No. 2130; Stanford University Graduate School of Business Research Paper No. 13-1
Organizational ambidexterity refers to the ability of an organization to both explore and exploit — to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of the research, highlighting what we know and don’t know about the topic. We close with a point of view on promising areas for ongoing research.
Number of Pages in PDF File: 33
Date posted: June 28, 2013 ; Last revised: November 13, 2013
© 2016 Social Science Electronic Publishing, Inc. All Rights Reserved.
This page was processed by apollobot1 in 0.234 seconds