Manual Organizational Ambidexterity: Implications for the Strategy-Performance Linkage

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Practical implications Firms which reported a higher level of HPWS demonstrated better performance due to their organizational capability to explore new ideas and exploit existing resources. Please note you might not have access to this content. You may be able to access this content by login via Shibboleth, Open Athens or with your Emerald account. If you would like to contact us about accessing this content, click the button and fill out the form. Contact us.


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Steve Blank: Ambidextrous organizations

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Organizational Ambidexterity

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Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance

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Please note that corrections may take a couple of weeks to filter through the various RePEc services. Economic literature: papers , articles , software , chapters , books. To strengthen national competitiveness and sustainability, the high-tech industry has been developed as the center of gravity of industrial development in each country, covering the development of new products and the expansion to new customers and markets. In recent years, scholars have been paying an increasing amount of attention to the significance of organizational ambidexterity in different management fields.

Importantly, transformed high-tech firms are obliged to manage the tensions and conflicts that arise from the exploration of new knowledge and the exploitation of existing knowledge to find an appropriate balance between the two to yield synergistic effects. In this study, an original method was used to measure differences in the degree of ambidexterity. The method establishes a multiplicative term of exploration and exploitation to represent the degree of effect of ambidexterity.

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