Organizational Ambidexterity in Action: How Managers Explore and Exploit Harvard Case Solution & Analysis

Dynamic capacities have been proposed as a useful way to understand how organizations can adjust to changes in markets and technology. The ability of senior managers to seize chances through the orchestration and integration of present assets to overcome inertia and path dependence, organizational ambidexterity, is a core dynamic capability.

Organizational Ambidexterity in Action How Managers Explore and Exploit Case Solution

Research on dynamic abilities and ambidexterity has not yet been able to set the specific mechanisms through which senior managers are actually able to reallocate resources, while promising and reconfigure advantages to simultaneously investigate and exploit. Using qualitative case studies and interviews from thirteen organizations, this article explores the activities identify which ones helped or hindered them in their attempts and senior supervisors took to execute layouts that are ambidextrous. A group of interrelated choices of senior team procedure and organization layout determine which attempts to build ambidextrous organizations are successful.

PUBLICATION DATE: August 10, 2011 PRODUCT #: CMR486-PDF-ENG

This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT

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Organizational Ambidexterity in Action: How Managers Explore and Exploit

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