The previous chapter (Chap. 4) focused on presenting the best suitable and relevant findings from the case study database to explain the rationale behind the derived results. Furthermore, the displayed data also show the sometimes fine-grained, but in certain cases also relevant differences between the two case studies, mainly due to their different organizational setups.
In this chapter, the findings are first contrasted with related and, in some instances, also more remote literature in the relevant research streams of “innovation” and “ambidextrous organizations”, as well as other literature in Sect. 5.1. This is done to confirm the findings from other research projects, raise questions, and contradict some findings of other researchers. Other findings will also be taken up and discussed to further elicit and support these empirical results. In the same section of the findings, this also broaches some issue with surprising insights for the author and for the current body of knowledge about the subject being researched. Still, these surprising findings and their linkages are accepted as interesting and potentially important for other researchers, and they often give further reasons to support the propositions of this study. In Sect. 5.2, the findings are matched against the theoretical propositions stated initially, belonging to two different families of propositions. As a principal result of this thesis, the propositions are confirmed or negated, depending on the empirical results that were found. After that, in Sect. 5.3, the findings are contrasted with the main objectives of the research.
Organizational Ambidexterity Ambidextrous Context Exploitable Workforce Exploratory Play Exploitative Units
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