Abstract
Extant research (e.g., Atuahene-Gima 2005; Cohen and Levinthal 1990; March 1991) explicitly recognizes the inherent tensions involved in searching for new ways of doing things (exploration) while currently leveraging and building upon what has already been learned (exploitation). Organizational ambidexterity is a popular approach to balancing explorative and exploitative activities in organizations, and has been recommended as an effective means to sustain organizational performance (e.g., Gibson and Birkinshaw 2004; March 1991). In this chapter, we suggest that an organization’s strategic orientation is important in shaping ambidexterity and address two research questions: (1) How do different strategic orientations facilitate or hinder ambidexterity and subsequent firm performance? (2) How does an organization’s knowledge stock influence these relationships?
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Similar content being viewed by others
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2017 Academy of Marketing Science
About this paper
Cite this paper
Ramachandran, I., Badrinarayanan, V., Lengnick-Hall, C. (2017). Strategic Orientations, Knowledge Stock, and Ambidexterity: A Study of Firm-Wide Behavior and Consequences—An Abstract. In: Stieler, M. (eds) Creating Marketing Magic and Innovative Future Marketing Trends. Developments in Marketing Science: Proceedings of the Academy of Marketing Science. Springer, Cham. https://doi.org/10.1007/978-3-319-45596-9_254
Download citation
DOI: https://doi.org/10.1007/978-3-319-45596-9_254
Published:
Publisher Name: Springer, Cham
Print ISBN: 978-3-319-45595-2
Online ISBN: 978-3-319-45596-9
eBook Packages: Business and ManagementBusiness and Management (R0)