Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

By Sebastian Raisch, Julian Birkinshaw, Gilbert J. B. Probst, Michael L. Tushman. Organ. Sci., 2009

2,260 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/517fe46636ac0b3415beb4de00b49341a5188cd2

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Paradoxes and the Nature of Ambidexterity in IT Transformation Programs (2015, background): “We also assume that senior leaders’ cognitive and behavioral capacities can be employed to address conflicting demands and thus help shape organizational ambidexterity (Raisch et al. 2009).”
Exploring the Role of Leadership in Enabling Contextual Ambidexterity (2015, background): “people act ambidextrously is expected to depend on their organizational context (Raisch et al., 2009).”
Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance (2011, background): “This could mean that organizational teams become effective by “temporarily cycle[ing] through periods of exploitation and exploration” (Raisch et al., 2009, p.688) depending on task demands; thus engaging primarily in only one learning activity at a time.”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, methodology): “Moreover, in line with most studies on ambidexterity (Raisch et al., 2009), I only focused on the simultaneous pursuit of exploitation and exploration.”
Organizing for Fluidity? Dilemmas of New Organizational Forms (2011, background): “Apart from questions on the cognitive limits of individuals (see Raisch et al. 2009), this seems too abstract a view of organizational behavior.”
Toward a Behavioral Theory of Strategy (2012, background): “This work, and work on ambidexterity more generally (for an overview, see Raisch et al. 2009), accounts for important behavioral elements in how it interprets the role of leaders, especially in regard to organizational identity, but it does not have a systematical behavioral agenda.”
The combined effects of internal and external supply chain integration on product innovation (2013, background): “Ambidexterity theory is relevant to the study of SCI because ambidexterity is “likely to require both internal and external knowledge process as well as integration across organisational boundaries” (Raisch et al., 2009: 689).”