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Exploit What You Explore : Process Models of Structural and Contextual Ambidexterity

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abstract Most scholars in the field of organizational ambidexterity have treated exploration and exploitation as static and unrelated activities. Conversely, following recent theoretical insights, this paper provides a longitudinal perspective on the evolution of structural and contextual ambidexterity. We adopted a longitudinal multiple case study research design to observe the organizational transformation processes from exploratory initiatives into exploitative businesses. Based on a sample of six new business initiatives at a leading global technology company, we reveal
different triggers that induce exploratory initiatives to adjust their organization designs. Furthermore, we provide empirical evidence under what conditions these initiatives should rather apply structural or contextual mechanisms throughout this transformation process
   
type conference paper (English)
   
keywords
   
name of conference SMS 31st Annual International Conference (Miami)
date of conference 6-11-2011
title of proceedings Strategies for a Multi-Polar World
publisher SMS Strategic Management Society (Chicago)
review not reviewed
   
citation Luger, J., & Zimmermann, A. (2011). Exploit What You Explore: Process Models of Structural and Contextual Ambidexterity. In Strategies for a Multi-Polar World. Chicago: SMS Strategic Management Society.