A Typology for Aligning Organizational Ambidexterity's Conceptualizations, Antecedents, and Outcomes

By Zeki Simsek, Ciaran Heavey, John F. Veiga, David Souder. 2009

678 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/6ebb50796d3829427ae387ef4845b3a2f83b7209

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In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “Consequently, organizations or individuals can only be considered highly ambidextrous when they engage in high levels of both exploration and exploitation, as compared to low levels of one or both strategies (He & Wong, 2004; Simsek et al., 2009).”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, positive): “This is also advocated by, for example, Bower and Christensen (1995), and is the ‘partitional’ approach (Simsek et al., 2009), whereby one organizational unit focuses on exploitation, another on exploration.”
The Determinants of Green Radical and Incremental Innovation Performance: Green Shared Vision, Green Absorptive Capacity, and Green Organizational Ambidexterity (2014, background): “Companies often discover new technologies in the period of exploration, and then they continue to improve the performance of the technologies in the period of exploitation [49].”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, neutral): “Other research examines how governance and top management teams can influence corporate entrepreneurial activities (e.g. Burgers et al., 2009; Simsek et al., 2009).”
Ambidexterity and organizational learning: revisiting and reconnecting the literatures (2019, background): “Finally, the typology has a strong intrafirm bias, and few comments are made regarding inter-organizational collaborations (Simsek et al., 2009).”
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities (2015, background): “Ambidexterity is most often characterized in terms of exploration and exploitation (Simsek, Heavey, Veiga, & Souder, 2009, p. 865), and to construct a complete and overarching model of organizational ambidexterity, one needs to understand exploration and exploitation at the individual level (Raisch…”