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

Dynamic capabilities have been proposed as a useful way of understanding how organizations can adapt to changes in technology and markets. Organizational ambidexterity, the ability of senior managers to take advantage of through the orchestration and integration of existing assets, to overcome inertia and path dependence, is one of the main dynamic features. While promising, the study of dynamic capabilities and ambidexterity is still not able to determine the specific mechanisms by which top managers are actually able to re-allocate resources and assets simultaneously explore and exploit. Use of interviews and qualitative research of thirteen organizations, this article describes the actions of top managers have taken to implement a symmetrical design and determine which of them helped or hindered them in their efforts. A set of interrelated choice of the design organization and the senior team process to determine which attempts to build a balanced organization is successful. "Hide
by Charles A. O'Reilly, Michael L. Tushman Source: California Management Review 18 pages. Publication Date: August 10, 2011. Prod. #: CMR486-PDF-ENG

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Organizational Ambidexterity in Action: How Managers Explore and Exploit

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