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Is ambidexterity a way of managing paradoxes? Lessons from a multiple-case study

Author

Listed:
  • Amaury Grimand

    (CEREGE [Poitiers] - Centre de recherche en gestion - UP - Université de Poitiers = University of Poitiers, IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers)

  • Ewan Oiry

    (CEREGE [Poitiers] - Centre de recherche en gestion - UP - Université de Poitiers = University of Poitiers, ESG-UQAM - UQAM - Université du Québec à Montréal = University of Québec in Montréal, IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers)

  • Aurélien Ragaigne

    (CEREGE [Poitiers] - Centre de recherche en gestion - UP - Université de Poitiers = University of Poitiers, IAE Poitiers - Institut d'Administration des Entreprises (IAE) - Poitiers - UP - Université de Poitiers = University of Poitiers)

Abstract

Paradoxes are progressively considered as a central form of organizational management. However, their management remains unclear. Dilemma (that consists of focusing on one element of the paradox) and compromise appear to be limited. This paper explores the idea that ambidexterity could be an innovative way of managing paradoxes. To show this, it presents three case studies that illustrate the limitations of dilemma and compromise and underline that ambidextries could be a way of managing paradoxes.

Suggested Citation

  • Amaury Grimand & Ewan Oiry & Aurélien Ragaigne, 2015. "Is ambidexterity a way of managing paradoxes? Lessons from a multiple-case study," Post-Print hal-04474481, HAL.
    • Handle: RePEc:hal:journl:hal-04474481
    Note: View the original document on HAL open archive server: https://hal.science/hal-04474481
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    References listed on IDEAS

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