Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects

By Qing Cao, Eric Gedajlovic, Hongping Zhang. Organ. Sci., 2009

1,455 citations recorded by the source corpus.

Subfields: Finance, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/56a17d57e68ea08429f6f4152c5c720c24a915ed

How researchers see this paper

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

In Finance

In Strategy and Management

Citations in the corpus

The combined effects of internal and external supply chain integration on product innovation (2013, methodology): “Complementary integration between II and EI allows companies to access and reconfigure internal capabilities for novel product development (Cao et al., 2009).”
The role of intellectual resources, product innovation capability, reputational resources and marketing capability combinations in firm growth (2014, methodology): “This operational approach has been used by Cao et al. (2009) and He and Wong (2004), assessing the combination between a high level of innovation exploration and a low level of innovation exploitation (and vice versa).”
Strategic Ambidexterity in Small and Medium-Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains (2013, background): “…differentiation (e.g., Tushman et al. 2010) and add to evidence indicating that firm size is a necessary condition to realize the benefits of ambidexterity (Cao et al. 2009) and that smaller firms' performance suffers when they implement complex, ambidextrous strategies (Ebben and Johnson 2005).”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “The Cao et al. (2009) article “Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects” observes that there is still significant ambiguity regarding the conceptualization of organizational ambidexterity.”
The Fit between Technological Innovation and Business Model Design for Firm Growth: Evidence from China (2014, positive): “Second, exploitative innovation may foster inertia and reduce a firm’s capability to exploit new market opportunities (Cao et al., 2009; Wei et al., 2013).”
Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships (2010, background): “In this study, ambidexterity is defined as a firm’s ability to pursue simultaneously high levels of exploration and exploitation and in a balanced manner (see Cao et al., 2009).”
Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “The product term is insensitive to discrepancies between exploration and exploitation, as long as both behaviours are at a reasonably high level (Cao et al., 2009).”
Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “In this context, Cao, Gedajlovic, and Zhang (2009) explored whether organizations should be aiming to achieve a balance between the two activities what they term as “balance dimension of exploration and exploitation,” implying a trade-off, or maximize both concurrently, implying an integration,…”
Cognitive Frames, Learning Mechanisms, and Innovation Ambidexterity* (2014, background): “Thus, the incremental product and radical product innovation scales were centered before obtaining their product to mitigate the potential for multicollinearity (Cao et al., 2009; He and Wong, 2004).”