Ambidexterity at the Boundaries: The Role of Nurturing and Reverse Nurturing

Applying the dynamic capabilities perspective, this paper develops a theoretical model of organizational ambidexterity at the boundaries. The boundary-spanning activities of nurturing and reverse nurturing are suggested as the processes that lead to contextual ambidexterity at the boundaries of intra-organizational business units. It is argued that the higher the level of nurturing is, the higher will be the level of contextual ambidexterity at the boundaries of the exploratory unit. Conversely, the higher the level of reverse nurturing is, the higher will be the level of contextual ambidexterity at the boundaries of the exploitative unit. Concerning the research design, a survey based on a large-scale sample of business units in a single firm is proposed. Thus, the framework introduced in the paper contributes to the current revival of the boundary-spanning concept as a core analytical element in organization theory.