Organizational Ambidexterity

1. Front Matter

   Pages I-XV

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2. Introduction

   • W. Henning Blarr

   Pages 1-6

3. The Concept of Fit

   • W. Henning Blarr

   Pages 7-56

4. Organizational Ambidexterity

   • W. Henning Blarr

   Pages 57-82

5. Organizational Ambidexterity and Strategic Fit

   • W. Henning Blarr

   Pages 83-105

6. Research Design, Data Generation, and the Research Instrument

   • W. Henning Blarr

   Pages 107-131

7. Results

   • W. Henning Blarr

   Pages 133-164

8. Discussion and Implications

   • W. Henning Blarr

   Pages 165-177

9. Back Matter

   Pages 179-205

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Today’s companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms balance resource allocation and become so-called ambidextrous organizations. W. Henning Blarr analyzes this balancing act, requiring the ability to simultaneously pursue both incremental and discontinuous change. He shows that compared to organizations focusing on either exploitative or explorative activities, ambidextrous organizations significantly obtain higher levels of financial performance.

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• Leipzig, Germany

  W. Henning Blarr

Dr. W. Henning Blarr wrote his dissertation under Prof. Dr. Torsten Wulf’s supervision at the Chair of Strategic Management and Organization at HHL – Leipzig Graduate School of Management.

 

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