The Relationship between Organizational Structure and Organizational Ambidexterity

A Comparison between Manufacturing and Service Firms

  • Sebastian Kortmann

Table of contents

  1. Front Matter
    Pages I-XV
  2. Sebastian Kortmann
    Pages 1-11
  3. Sebastian Kortmann
    Pages 12-17
  4. Sebastian Kortmann
    Pages 18-41
  5. Sebastian Kortmann
    Pages 42-47
  6. Sebastian Kortmann
    Pages 48-67
  7. Sebastian Kortmann
    Pages 68-122
  8. Sebastian Kortmann
    Pages 123-137
  9. Sebastian Kortmann
    Pages 138-145
  10. Sebastian Kortmann
    Pages 146-148
  11. Sebastian Kortmann
    Pages 149-155
  12. Back Matter
    Pages 156-167

About this book

Introduction

Sustainable competitive advantage is dependent on a firm’s ability to simultaneously balance different activities in a trade-off situation. This capability is referred to as organizational ambidexterity and may comprise various paradoxical activities, such as exploration and exploitation. To enhance the current understanding of organizational ambidexterity and how it can be realized, Sebastian Kortmann provides at least three important contributions. Apart from the development of a theoretical framework for ambidexterity, the study uncovers which structural mechanisms support ambidextrous behavior and the extent to which these relationships are dependent on firm type.

Authors and affiliations

  • Sebastian Kortmann
    • 1
  1. 1.MünsterGermany

Bibliographic information

  • DOI https://doi.org/10.1007/978-3-8349-3630-1
  • Copyright Information Gabler Verlag | Springer Fachmedien Wiesbaden 2012
  • Publisher Name Gabler Verlag
  • eBook Packages Business and Economics
  • Print ISBN 978-3-8349-3629-5
  • Online ISBN 978-3-8349-3630-1
  • About this book