Organizational Ambidexterity in Action: How Managers Explore and Exploit

By Charles A. O'Reilly, Michael L. Tushman. 2011

687 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/312f6b7dbf8306c2c03b1e938636cab5924f3e86

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Marc Lavine
2. Harvey Maylor
3. N. Turner
4. Juani Swart

In Strategy and Management

1. N. Turner
2. Marc Lavine
3. Harvey Maylor
4. Juani Swart

Citations in the corpus

• Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, positive): “Neither of these options promote organizational longevity (O'Reilly and Tushman, 2011).”
• Paradoxical Leadership and the Competing Values Framework (2014, background): “O’Reilly and Tushman (2011) also note that ambidexterity is behaviorally enacted and strongly influenced by leadership style.”