Organizational Ambidexterity: Antecedents, Outcomes, and Moderators

By Sebastian Raisch, Julian Birkinshaw. 2008

2,749 citations recorded by the source corpus.

Subfields: Business and International Management, Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a293df0f7ad56aebd1e12ca80b1559e0793ea647

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In Business and International Management

In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

The Concept of “Opportunity” in Entrepreneurship Research: Past Accomplishments and Future Challenges (2010, positive): “Following Raisch and Birkinshaw (2008), we organize our review to examine antecedents, outcomes, and moderators of opportunities and/or opportunity-related processes (e.g., opportunity exploration/exploitation, opportunity recognition).”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, methodology): “Conversely, the majority of organizational ambidexterity research defines ambidexterity as the simultaneous pursuit of exploitation and exploration (Gupta et al. 2006, Raisch and Birkinshaw 2008).”
From Longevity of Firms to Transgenerational Entrepreneurship of Families (2012, background): “In this case, even a firm that puts low emphasis on both dimensions would be classified as ambidextrous (Andriopoulos & Lewis, 2009; He & Wong, 2004; Raisch & Birkinshaw, 2008).”
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2008, neutral): “An important stream of studies investigates specific organizational attributes, which influences a firm's ambidexterity, or effectiveness, in pursuing seemingly contradictory activities simultaneously that is difficult to achieve in practice (Raisch and Birkinshaw 2008).”
Functions of Dysfunction (2014, background): “For example, research on organizational ambidexterity suggests that organizations can simultaneously pursue exploration and exploitation (Raisch and Birkinshaw, 2008; Cao, Gedajlovic, and Zhang, 2009).”
Team Exploratory and Exploitative Learning: Psychological Safety, Task Conflict, and Team Performance (2011, background): “This is discrepant from empirical work at the individual, business unit, and organizational level that supports a simultaneous pursuit of exploration and exploitation (Raisch & Birkinshaw, 2008).”
Revisiting Organizational Change: Exploring the Paradox of Managing Continuity and Change (2011, background): “In more recent times, Raisch and Birkinshaw (2008) have extensively reviewed organizational ambidexterity, developing a model outlining the antecedents, moderators and outcomes of organizational ambidexterity.”
Filling the Entrepreneurial Orientation–Performance Gap: The Mediating Effects of Exploratory and Exploitative Innovations (2014, background): “Contemporary research characterizes successful companies as being able to pursue both exploration and exploitation (for a recent review, see Raisch & Birkinshaw, 2008).”
Dynamic Balancing of Exploration and Exploitation: The Contingent Benefits of Ambidexterity (2018, background): “This is mostly because ambidexterity is resource intensive and costly in the short run, whereas returns on it only materialize in the long run (Raisch and Birkinshaw 2008).”
Organizational Ambidexterity: Past, Present, and Future (2013, background): “…special issues of journals devoted to the topic (Academy of Management, August, 2006; Organization Science, July-August, 2009), review articles (e.g., Lavie, Stettner & Tushman, 2010; Raisch & Birkinshaw, 2008, Turner, Swart & Maylor, 2013), and a large number of symposia at professional meetings.”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, neutral): “In line with Gupta et al. (2006) and Raisch and Birkinshaw (2008), we argue that the lack of multi-level, multi-domain analysis of ambidexterity is limiting our understanding of the concept, and hence this represents an inadequacy within existing theory.”