This paper aims to discuss the concept of organizational ambidexterity and how to manage the process of becoming and being an ambidextrous organization.
This paper presents the insights drawn from a set of in-depth case studies on managing organizational ambidexterity.
Organizational ambidexterity is facilitated by an ambidextrous top-management team, and some of the mechanisms used to balance organizational ambidexterity are ambidextrous posturing of the top management, having innovation and efficiency champions across the hierarchy, adopting a portfolio- approach, and linking efficiency-activities and innovation-activities.
Practicing managers of both large organizations and start-up firms can use the normative guideline suggested in this paper if they are attempting to balance efficiency and innovation activities.
This papers provides granular insights on how to manage organizational ambidexterity based on experiences of organizations which have been successful in their attempt to be ambidextrous.
