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Organizational Ambidexterity And Competitive Advantage: Toward A Research Model

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  • Gheorghe PREDA

    (Lagos State University, Ojo, Lagos, Nigeria)

Abstract

Ambidextrous organizations have the ability to compete in mature markets and to develop new products and services for emerging markets simultaneously. Competing in mature markets involves cost reduction, increase ofthe efficiency andthe adoption of incremental innovations that are exploitative in their nature. The development of radical new products and services for emerging markets can be achieved through exploratory innovation. The high levels of exploratory and exploitative innovation simultaneously within the same organization can lead to competitive advantage. In this paper, we present the hypotheses of research model to be tested in a future empirical study focused on the link between the capability of ambidextrous organization and their competitive advantage. Based on innovation and competitive advantage theories, we expect that exploratory innovation and exploitative innovation capabilities will sustain the competitive advantage of the organization.

Suggested Citation

  • Gheorghe PREDA, 2014. "Organizational Ambidexterity And Competitive Advantage: Toward A Research Model," Management and Marketing Journal, University of Craiova, Faculty of Economics and Business Administration, vol. 0(1), pages 67-74, May.
    • Handle: RePEc:aio:manmar:v:xii:y:2014:i:1:p:67-74
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    References listed on IDEAS

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    Cited by:

    1. Jorge Ferreira & Sofia Cardim & Arnaldo Coelho, 2021. "Dynamic Capabilities and Mediating Effects of Innovation on the Competitive Advantage and Firm’s Performance: the Moderating Role of Organizational Learning Capability," Journal of the Knowledge Economy, Springer;Portland International Center for Management of Engineering and Technology (PICMET), vol. 12(2), pages 620-644, June.
    2. Ferreira, Jorge & Coelho, Arnaldo & Moutinho, Luiz, 2020. "Dynamic capabilities, creativity and innovation capability and their impact on competitive advantage and firm performance: The moderating role of entrepreneurial orientation," Technovation, Elsevier, vol. 92.
    3. Astadi Pangarso & Endang Siti Astuti & Kusdi Raharjo & Tri Wulida Afrianty, 2024. "Enhancing Sustained Competitive Advantage in Indonesian Non-vocation Private Tertiary Education Institutions," SAGE Open, , vol. 14(2), pages 21582440241, June.
    4. Astadi Pangarso & Astadi Pangarso & Endang Siti Astuti & Kusdi Raharjo & Tri Wulida Afrianty, 2020. "The impact of absorptive capacity and innovation ambidexterity on sustainable competitive advantage: the case of Indonesian higher education," Entrepreneurship and Sustainability Issues, VsI Entrepreneurship and Sustainability Center, vol. 7(3), pages 2436-2455, March.
    5. Ranjan Chaudhuri & Sheshadri Chatterjee & Sachin Kamble & Shivam Gupta & Nelson Oly Ndubisi & Amine Belhadi, 2024. "Corporate entrepreneurial leadership, resources, capabilities, and sustainable performance," Business Strategy and the Environment, Wiley Blackwell, vol. 33(3), pages 2066-2083, March.

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    More about this item

    Keywords

    exploratory innovation; exploitative innovation; ambidextrous organization; competitive advantage;
    All these keywords.

    JEL classification:

    • M14 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Corporate Culture; Diversity; Social Responsibility
    • M19 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - Other

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