Ambidexterity as a dynamic capability: Resolving the innovator's dilemma

By Charles A. O'Reilly, Michael L. Tushman. 2008

2,564 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4d29a3981cd5342e16ad9912a3428f4875e72900

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. David J. Teece
2. Constance E. Helfat
3. Margaret A. Peteraf
4. Michael L. Tushman
5. Andrew Davies
6. Tim Brady
7. Mary J. Benner
8. Paul S. Adler

In Strategy and Management

1. David J. Teece
2. Constance E. Helfat
3. Michael L. Tushman
4. Margaret A. Peteraf
5. Yuan Li
6. Tim Brady
7. Andrew Davies
8. Mary J. Benner

Citations in the corpus

• The elephant in the room of Dynamic Capabilities: Bringing two diverging conversations together (2012, neutral): “Work has proceeded on the process side of dynamic capabilities (e.g., Martin, 2011; O’Reilly and Tushman, 2008; Taylor and Helfat, 2009), but without giving attention to the uncertainties on the content side.”
• Paradoxes and the Nature of Ambidexterity in IT Transformation Programs (2015, background): “a dynamic capability (O’Reilly and Tushman 2008) that is associ-”
• The Determinants of Green Radical and Incremental Innovation Performance: Green Shared Vision, Green Absorptive Capacity, and Green Organizational Ambidexterity (2014, background): “A clear strategic vision which provides for a common identity is important for the facilitation of organisational ambidexterity [37].”
• Service Innovation: A Service-Dominant Logic Perspective (2015, background): “Thus, another issue for inquiry pertains to the potential role of digital infrastructures in helping a service ecosystem become more ambidextrous (O’Reilly and Tushman 2008), strengthening both structural flexibility and structural integrity.”