THE ANTECEDENTS, CONSEQUENCES AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY
By Cristina B. Gibson, Julian Birkinshaw. 2004
1,690 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/bb663c75864ead2d43d552341de31b5cde8361e9
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Science and Operations Research
- Ron A. Boschma
- Michael Frese
- Dovev Lavie
- Pierre-Alexandre Balland
- Haibin Yang
- Omar El Sawy
- Ronald Bledow
- Jiatao Li
In Strategy and Management
- Haibin Yang
- Dovev Lavie
- Kwok Kee Wei
- Pierre-Alexandre Balland
- J. Brix
- Jiatao Li
- Heli Wang
- Jingoo Kang
Citations in the corpus
- How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “Research in fields such as managerial economics, organization theory and strategic management (e.g., Ghemawat & Ricart Costa, 1993; Gibson & Birkinshaw, 2004; Holmqvist, 2004; Van den Bosch, Volberda, & de Boer, 1999; Winter & Szulanski, 2001) have recently adopted the human trait of ambidexterity…”
- Ambidexterity and organizational learning: revisiting and reconnecting the literatures (2019, background): “…main argument is that organizational ambidexterity has a strong intra-organizational bias in the balancing act between exploration and exploitation (Gibson and Birkinshaw, 2004; Simsek et al., 2009; O’Reilly and Tushman, 2013), with a few exceptions, such as Lavie and Rosenkopf (2006) and…”
- IS Application Capabilities and Relational Value in Interfirm Partnerships (2007, background): “The-oretically, IS integration across multiple relationships can therefore be viewed as an “ambidextrous” capability (Gibson and Birkinshaw 2004), and its empirical elaboration can be a basis for future studies.”
- Entrepreneurial Orientation: Assessing the Construct's Validity and Addressing Some of Its Implications for Research in the Areas of Family Business and Organizational Learning (2011, background): “Contrasting the relative benefits of acquisitive and experimental learning begs the question of how ambidexterity (Gibson & Birkinshaw, 2004) can be attained.”
- The combined influence of top and middle management leadership styles on absorptive capacity (2012, background): “Greater social connections, which are a reflection of the organizational context attribute of support (Gibson and Birkinshaw, 2004), enable dialogue to take place by facilitating knowledge transfer and exchange.”
- The combined effects of internal and external supply chain integration on product innovation (2013, background): “Such firms are ambidextrous, meaning they have the capability to align and efficiently manage changing market demands, ranging from customer needs to new market opportunities (Duncan, 1972; Tushman & O’Reilly, 1996; Gibson & Birkinshaw, 2004; Raisch & Birkinshaw, 2008).”