Building Ambidexterity Into an Organization

By Julian Birkinshaw, Cristina B. Gibson. 2004

868 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/f9187604c7f0ff3128cc2eaf839c1fa2053d8362

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Citations in the corpus

• Intellectual Capital Architectures and Ambidextrous Learning: A Framework for Human Resource Management (2009, background): “Birkinshaw and Gibson (2004) also argued that while many organizations temporarily separate a venture unit to start new business, the eventual goals should be reintegration within the mainstream.”
• Exploration and Exploitation Strategies, Profit Performance, and the Mediating Role of Strategic Learning: Escaping the Exploitation Trap (2012, unknown): “Building on the prior literature, this study suggests that managers may apply different strategies to balance exploration and exploitation, such as sequential, functional, or contextual approaches (Birkinshaw and Gibson, 2004; Chen and Katila, 2008; Tushman and O’Reilly, 1996).”
• Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation (2009, background): “, Birkinshaw and Gibson 2004) and behavioral (e.g., Lubatkin et al. 2006) means that help actors share and connect divergent knowledge. Similarly, paradox literature encourages actors to find means of linking contradictions, thereby leveraging their synergies (Lewis 2000). In contrast, differentiati”
• Leadership for organizational adaptability: A theoretical synthesis and integrative framework (2018, background): “Although ambidexterity could arise in formal structure or vision statements of a charismatic leader, Birkinshaw and Gibson (2004) argue that it is more likely achieved through the creation of supportive contexts in which individuals choose how and where to focus their energies.”
• Switching Hats: The Effect of Role Transition on Individual Ambidexterity (2019, background): “Individuals who are subject to such mechanisms may need to exhibit ambidextrous behavior (Birkinshaw & Gibson, 2004).”
• Transformational leadership and ambidexterity in the context of an acquisition (2009, background): “An initial step in this direction is work by Birkinshaw and Gibson (2004), who study contextual ambidexterity at the business unit level.”
• Revisiting Organizational Change: Exploring the Paradox of Managing Continuity and Change (2011, background): “Birkinshaw and Gibson (2004) also explored the tension between organizational alignment and organizational adaptability, and concluded that organizations should be ‘ambidextrous to effectively reconcile these two tensions’.”
• How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “Although the two are important elements for firms to succeed over the long term (Birkinshaw and Gibson, 2004), resource constraints often force firms to emphasize one direction over the other at any particular time.”
• The Fit between Technological Innovation and Business Model Design for Firm Growth: Evidence from China (2014, unknown): “Exploitative innovation mainly helps firms to build comparative advantage by increasing alignment between technologies and existing need (Birkinshaw and Gibson, 2004).”
• Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “According to Birkinshaw and Gibson (2004), ambidextrous behavior is characterized by the ability to take initiative and recognize opportunities outside one’s field of expertise, the search for cooperation, the ability to hold multiple roles, and the ability to identify potential synergies.”
• Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, unknown): “These were: taking the initiative outside their own job roles; cooperative behaviour; brokering, looking to build internal linkages; and multitasking, “comfortable Page 24 of 43 wearing more than one hat” (Birkinshaw and Gibson, 2004:49).”