Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

Authors:
Sebastian Raisch;Julian Birkinshaw;Gilbert Probst;Michael L. Tushman
Affiliations:
University of St. Gallen, 9000 St. Gallen, Switzerland;London Business School, Regents Park, London NW1 4SA, United Kingdom;University of Geneva, 1211 Geneva 4, Switzerland;Harvard Business School, Boston, Massachusetts 02163
Venue:
Organization Science
Year:
2009

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Abstract

Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.