Organizational Ambidexterity: Towards a Multilevel Understanding

By Zeki Simsek. 2009

840 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/7812002392ee77eaad65a418cba88362ab614224

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In Management of Technology and Innovation

In Management Science and Operations Research

In Strategy and Management

Citations in the corpus

Green entrepreneurship in the sharing economy: utilising multiplicity of institutional logics (2019, background): “As indicated in the literature elsewhere (Dunn and Jones 2010; Simsek 2009; Tracey et al. 2011), one way of juggling different institutional logics is to match themwith the relevant referent audiences, where and when appropriate.”
What Do Entrepreneurs Actually Do? An Observational Study of Entrepreneurs’ Everyday Behavior in the Start–Up and Growth Stages (2012, background): “The category “exploration versus exploitation” stems from the literature on ambidexterity, that is, the capacity to simultaneously explore and exploit (e.g., Gupta, Smith, & Shalley, 2006; March, 1991; Simsek, 2009).”
What It Takes and Costs To Be an Ambidextrous Manager (2015, background): “When the literature on exploration and exploitation or ambidexterity is reviewed, it becomes obvious that these are multilevel constructs (Simsek, 2009).”
Cognitive Frames, Learning Mechanisms, and Innovation Ambidexterity* (2014, background): “Following the suggestion of research on ambidexterity that a business unit is a meaningful level at which to examine organizational ambidexterity (Simsek, 2009), this study was focused on the firm strategic business unit (SBU) level.”
International ambidexterity and firm performance in small emerging economies (2013, background): “The ambidexterity perspective has been complemented by large-scale empirical studies to identify and confirm the antecedents, consequences and moderators of the balance between exploitation and exploration (Raisch & Birkinshaw, 2008; Simsek, 2009; Simsek, Heavey, Veiga, & Souder, 2009).”
Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics (2013, background): “The use of the word ambidexterity in scholarly debate has risen rapidly (Raisch et al., 2009) in multiple areas of research, including strategic management, innovation and technology management, organisational learning, and organisational behaviour (Simsek, 2009).”
Multilevel Research in the Field of Organizational Behavior (2013, background): “x *Simsek, Z., Veiga, J. F., Lubatkin, M. H., & Dino, R. N. (2005). Modeling the multilevel determinants of top management team behavioral integration.”
Organizing for Fluidity? Dilemmas of New Organizational Forms (2011, background): “A well-known suggestion to manage these conflicting demands is the building of organizational “ambidexterity” (Duncan 1976, Benner and Tushman 2003, Simsek 2009).”
Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “Theory on punctuated equilibrium supports organizational cycling between periods of exploration and periods of exploitation (Gupta et al., 2006; Simsek, 2009), adopting a discontinuous approach to how organizations respond to change (Güttel & Konlechner, 2009).”
Ambidexterity and organizational learning: revisiting and reconnecting the literatures (2019, background): “As organizational ambidexterity is viewed as a highly context-dependent and complex phenomenon (Uotila et al., 2009; Simsek, 2009), it makes sense for an organization or a unit to follow O’Reilly and Tushman’s (2008) recommendation and ask the question “when should ambidexterity be considered?” (O’R”
Adaptive governance: Towards a stable, accountable and responsive government (2016, background): “In the literature, it has increasingly been used to refer to an organization’s ability to pursue two contradictory activities at the same time (Simsek, 2009).”
Optimal distinctiveness: Broadening the interface between institutional theory and strategic management (2017, background): “For instance, Sirmon and Hitt (2009) demonstrated that firm performance is optimized by making congruent resource investment and deployment decisions as opposed to maximizing or economizing either decision independently.”