Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization
Olga Kassotaki, Sotirios Paroutis, Kevin Morrell
Long Range Planning - June, 2019
Long Range Planning - June, 2019
"The ambidexterity framework, which comprises two contradictory, yet interrelated processes of exploration and exploitation, has been researched using a variety of perspectives. Few studies, however, provide insight into the question: how is ambidexterity managed across multiple organizational levels?"
Kassotaki, O., Paroutis, S., & Morrell, K. (2019). Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization. Long Range Planning, 52(3):366.
A few words on the Article
In 'Ambidexterity Penetration across Multiple Organizational Levels in an Aerospace and Defense Organization', Olga Kassotaki, Sotirios Paroutis and Kevin Morrell examine the management and implementation of ambidexterity, across different levels in aerospace and defense corporations.
The term 'ambidexterity penetration' is introduced. The latter signifies the enactment of both exploration and exploitation across various layers in organizations. These processes are opposing but intertwined. The study provides an original contribution into the research of how ambidexterity is managed across diverse levels of the organization.
The authors develop a comprehensive framework for understanding ambidexterity within organizations, categorizing it into three types: horizontal ambidexterity, which involves managing exploration-exploitation tensions at the same organizational level; vertical ambidexterity, which addresses these tensions across different levels; and organizational ambidexterity, which encompasses exploration-exploitation tensions throughout the entire organization.
With data from six business units of an aerospace and defense organization, the article discusses the multifaceted nature of ambidexterity penetration, highlighting the challenges of managing the tensions between exploration and exploitation for successful ambidexterity implementation; and the important roles played by top managers in facilitating these tensions, and by middle managers in conveying and applying ambidextrous strategies.
In 'Ambidexterity Penetration across Multiple Organizational Levels in an Aerospace and Defense Organization', Olga Kassotaki, Sotirios Paroutis and Kevin Morrell examine the management and implementation of ambidexterity, across different levels in aerospace and defense corporations.
The term 'ambidexterity penetration' is introduced. The latter signifies the enactment of both exploration and exploitation across various layers in organizations. These processes are opposing but intertwined. The study provides an original contribution into the research of how ambidexterity is managed across diverse levels of the organization.
The authors develop a comprehensive framework for understanding ambidexterity within organizations, categorizing it into three types: horizontal ambidexterity, which involves managing exploration-exploitation tensions at the same organizational level; vertical ambidexterity, which addresses these tensions across different levels; and organizational ambidexterity, which encompasses exploration-exploitation tensions throughout the entire organization.
With data from six business units of an aerospace and defense organization, the article discusses the multifaceted nature of ambidexterity penetration, highlighting the challenges of managing the tensions between exploration and exploitation for successful ambidexterity implementation; and the important roles played by top managers in facilitating these tensions, and by middle managers in conveying and applying ambidextrous strategies.
Site powered by Weebly. Managed by SiteGround