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Organizational Ambidexterity: Exploration and Exploitation

Author

Listed:
  • Olga-Velez Bernal

    (Corporación Universitaria Americana, Medellín (050034) Antioquia, Colombia)

  • Iván-Darío Toro-Jaramilo

    (Universidad Pontificia Bolivariana, Medellín (050031) Antioquia, Colombia)

Abstract

Systematic Review of Literature is done by this research with the purpose that it could be possible to analyze the existent interaction between exploration and exploitation that leads organizations to become ambidextrous ones. That is to say, that they have the faculty to look for opportunities at the same time they work to obtain a good performance in their daily activities. The methodology was based on a documentary review, through a chronological reading. The investigation was made using articles that deal with the issue of ambidextrous organizations, based on the Scopus scientific database, published between 2006 and 2016.

Suggested Citation

  • Olga-Velez Bernal & Iván-Darío Toro-Jaramilo, 2019. "Organizational Ambidexterity: Exploration and Exploitation," International Journal of Innovation and Technology Management (IJITM), World Scientific Publishing Co. Pte. Ltd., vol. 16(05), pages 1-22, August.
    • Handle: RePEc:wsi:ijitmx:v:16:y:2019:i:05:n:s0219877019500330
    DOI: 10.1142/S0219877019500330
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    References listed on IDEAS

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    1. Ferrary, Michel, 2011. "Specialized organizations and ambidextrous clusters in the open innovation paradigm," European Management Journal, Elsevier, vol. 29(3), pages 181-192, June.
    2. Richard A. D'Aveni & Giovanni Battista Dagnino & Ken G. Smith, 2010. "The age of temporary advantage," Strategic Management Journal, Wiley Blackwell, vol. 31(13), pages 1371-1385, December.
    3. Constantine Andriopoulos & Marianne W. Lewis, 2009. "Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation," Organization Science, INFORMS, vol. 20(4), pages 696-717, August.
    4. Michael Tushman & Wendy K. Smith & Robert Chapman Wood & George Westerman & Charles O'Reilly, 2010. "Organizational designs and innovation streams," Industrial and Corporate Change, Oxford University Press and the Associazione ICC, vol. 19(5), pages 1331-1366, October.
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    6. Nils Plambeck & Klaus Weber, 2010. "When the glass is half full and half empty: CEOs' ambivalent interpretations of strategic issues," Strategic Management Journal, Wiley Blackwell, vol. 31(7), pages 689-710, July.
    7. Rodrigues, Suzana B. & Duarte, Roberto Gonzalez & Carrieri, Alexandre de Padua, 2012. "Indigenous or Imported Knowledge in Brazilian Management Studies: A Quest for Legitimacy?," Management and Organization Review, Cambridge University Press, vol. 8(1), pages 211-232, March.
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    Cited by:

    1. Gang Zhang & Ziang Jia & Shimei Yan, 2022. "Does Gender Matter? The Relationship Comparison of Strategic Leadership on Organizational Ambidextrous Behavior between Male and Female CEOs," Sustainability, MDPI, vol. 14(14), pages 1-19, July.
    2. Ana María Serrano-Bedia & Marta Pérez-Pérez, 2021. "Knowledge Ambidexterity within a Business Context: Taking Stock and Moving Forward," Sustainability, MDPI, vol. 13(18), pages 1-21, September.

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