The ambidextrous organization.

By Charles A. O'Reilly, Michael L. Tushman. Harvard Business Review, 2004

2,407 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/d2f22e02f706e58fdfb8795d9dc8d11e97706b8e

How researchers see this paper

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

Citations in the corpus

Structural ambidexterity in NPD processes: A firm-level assessment of the impact of differentiated structures on innovation performance (2010, background): “For instance, O’Reilly and Tushman (2004) emphasize that, whereas a more mechanistic organizational structure can be applied for the exploitation-oriented business units, more organic structures can be implemented in the exploration-oriented business units.”
How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity (2009, background): “…2004; Holmqvist, 2004; Van den Bosch, Volberda, & de Boer, 1999; Winter & Szulanski, 2001) have recently adopted the human trait of ambidexterity (an individual's ability to use both hands with equal skill) as a metaphor to describe competent organizations (Tushman & O'Reilly, 1996, 1997, 2004).”
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, unknown): “Together, these studies suggest that the effectiveness of senior teams in ambidextrous organizations is associated with a set of senior team attributes: (1) shared vision, (2) social integration, and (3) group contingency rewards (Hambrick, 1994; O’Reilly and Tushman, 2004; Siegel and Hambrick, 2005”
Business model innovation for sustainable energy: how German municipal utilities invest in offshore wind energy (2013, background): “Source: Osterwalder 2004; Ostweralder and Pigneur 2009.”
The Influence of Intellectual Capital on the Types of Innovative Capabilities (2005, result): “They also validate some recent anecdotal evidence provided by O'Reilly and Tushman (2004) on " ambidexterous " organizations, or organizations that can simultaneously pursue incremental and discontinuous innovations .”