Decoding Organizational Ambidexterity: From Theory to Implementation

Abstract

This research work is an attempt to decode Organizational Ambidexterity. Theoretical Concepts pertaining to Organizational Ambidexterity have been revisited here. Previous researchers have interpreted ‘Exploration’ as ‘Learning by Experiment’, and ‘Exploitation’ as ‘Learning by Experience’. In order to clear ambiguity on the understanding of ‘Exploration’ and ‘Exploitation’, it has been proposed that ‘Exploration’ should be interpreted as ‘Learning by Research’; while ‘Exploitation’ as ‘Learning by Application’. Apart from analyzing the constituents of Ambidexterity, various dimensions of Ambidexterity have also been identified and attempt has been made to reconcile different theories proposed by previous researchers. The paper also endeavours to identify the various factors which determine apt balance between exploration and exploitation. Next, it also answers as to how to achieve this apt balance. Organizational structures, processes, HR practices, leadership and culture types which help develop and nurture ambidexterity have also been brought out in the paper.