Organizational ambidexterity in action: How managers explore and exploit

California Management Review

Volumn 53, Issue 4, 2011, Pages 5-22

  O'Reilly III, Charles A ^a   Tushman, Michael L ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 80054064148     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.1525/cmr.2011.53.4.5     Document Type: Article

References (52)

1. Charles I. Stubbart and Michael B. Knight, "The Case of the Disappearing Firms: Empirical Evidence and Implications", Journal of Organizational Behavior, 27/1(February 2006):79-100. (Pubitemid 43206813)
2. Rajshree Agarwal and Michael Gort, "The Evolution of Markets and Entry, Exit, and Survival of Firms", Review of Economics and Statistics, 78/3(August 1996):489-498. (Pubitemid 126121755)
3. Paul Ormerod, Why Most Things Fail (New York, NY: Pantheon Books, 2005), p. 18.
4. Leslie Hannah, "Marshall's Trees and the Global Forest: Were Giant Redwoods Different?" Center for Economic Performance, Discussion Paper 18, 1997.
5. See James G. March, "Exploration and Exploitation in Organizational Learning", Organization Science, 2/1(February 1991):1-87;
6. James G. March, "The Evolution of Evolution", in J. Baum and J. Singh, eds., Evolutionary Dynamics of Organizations (New York, NY: Oxford University Press, 1994), pp. 39-52.
7. For interesting examples of how biological evolution might apply to organizations, see Tim Harford, Adapt: Why Success Always Starts With Failure (New York, NY: Farrar, Straus and Giroux, 2011);
8. Martin A. Nowak and Roger Highfield, Supercooperators: Altruism, Evolution and Why We Need Each Other to Succeed (New York, NY: Free Press, 2011);
9. Charles A. O'Reilly, J. Bruce Harreld, and Michael L. Tushman, "Organizational Ambidexterity: IBM and Emerging Business Opportunities", California Management Review, 51/4(Summer 2009):75-99;
10. See, for example, Ze-Lin He and Poh-Kam Wong, "Exploration vs. Exploitation: An Empirical Test of Ambidexterity", Organization Science, 15/4(July/August 2004):481-494;
11. Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and Michael L. Tushman, "Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance", Organization Science, 20/4(July/August 2009):685-695;
12. Michael L. Tushman and Charles A. O'Reilly, "The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change", California Management Review, 38/4(Summer 1996):8-30.
13. For a review of the growing literature on dynamic capabilities, see V. Ambrosini and C. Bowman, "What Are Dynamic Capabilities and Are They a Useful Construct in Strategic Management?" International Journal of Management Reviews, 11/1(March 2009):29-49;
14. Kathleen M. Eisenhardt and Jeffrey A. Martin, "Dynamic Capabilities: What Are They?" Strategic Management Journal, 21/10-11(October/November 2000):1105-1121;
15. J. Bruce Harreld, Charles A. O'Reilly, and Michael L. Tushman, "Dynamic Capabilities at IBM: Driving Strategy into Action", California Management Review, 49/4(Summer 2007):21-43;
16. Constance E. Helfat, Sydney Finkelstein, Will Mitchell, Margaret A. Peteraf, Harbir Singh, David J. Teece, and Sidney G. Winter, Dynamic Capabilities: Understanding Strategic Change in Organizations (Malden, MA: Blackwell Publishing, 2007);
17. David J. Teece, Gary Pisano, and Amy Shuen, "Dynamic Capabilities and Strategic Management", Strategic Management Journal, 18/7(August 1997):509-533. (Pubitemid 127467809)
18. C. O'Reilly and M. Tushman, "Ambidexterity as a Dynamic Capability: Resolving the Innovator's Dilemma", Research in Organizational Behavior, 28(2008):190.
19. David J. Teece, "Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance", Strategic Management Journal, 28(December 2007):1319-1350. (Pubitemid 350134181)
20. See, for example, Vijay Govindarajan and Chris Trimble, "Building Breakthrough Businesses within Established Organizations", Harvard Business Review, 83/5(May 2005):58-68;
21. Justin P. Jansen, Frans A. Tempelaar, Frans A. Van den Bosch, and Henk W. Volberda, "Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms", Organization Science, 20/4(July/August 2009):797-811;
22. Michael H. Lubatkin, Zeki Simsek, Yan Ling, and John F. Veiga, "Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of TMT Behavioral Integration", Journal of Management, 32/5(2006):646-672; (Pubitemid 44349935)
23. Tom J. Mom, Frans A. Van den Bosch, and Henk W. Volberda, "Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms", Organization Science, 20/4(July/August 2009):812-828;
24. Sebastian Raisch and Julian Birkinshaw, "Organizational Ambidexterity: Antecedents, Outcomes, and Moderators", Journal of Management, 34/3(June 2008):375-409;
25. Michael L. Tushman, Wendy K. Smith, Robert C. Wood, George Westerman, and Charles A. O'Reilly, "Organizational Designs and Innovation Streams", Industrial and Corporate Change, 19/5(October 2010):1331-1366.
26. Clay M. Christensen, The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail (Boston, MA: Harvard Business School Press, 1997);
27. Erwin Danneels, "The Dynamics of Product Innovation and Firm Competences", Strategic Management Journal, 23/12(December 2002):1095-1121; March (1991)
28. Mary Tripsas and Giovanni Gavetti, "Capabilities, Cognition, and Inertia: Evidence from Digital Imaging", Strategic Management Journal, 21/10-11(October/November 2000):1147-1161.
29. Max Bazerman and Michael Watkins, Predictable Surprises (Boston, MA: Harvard Business School Press, 2004);
30. Mary J. Benner and Michael L. Tushman, "Exploitation, Exploration and Process Management: The Productivity Dilemma Revisited", Academy of Management Review, 28/2(April 2003):238-256; March (1991)
31. Justin J. Jansen, Dusya Vera, and Mary Crossan, "Strategic Leadership for Exploration and Exploitation: The Moderating Role of Environmental Dynamism", Leadership Quarterly, 20/1(February 2009):5-18;
32. R. Scott Livengood and Rhonda K. Reger, "That's Our Turf! Identity Domains and Competitive Dynamics", Academy of Management Review, 35/1(January 2010):48-66;
33. Louise A. Nemanich and Dusya Vera, "Transformational Leadership and Ambidexterity in the Context of an Acquisition", Leadership Quarterly, 20/1(February 2009):19-33.
34. Jatinder Sidhu, Henk Volberda, and Harry Commandeur, "Exploring Exploration Orientation and Its Determinants: Some Empirical Evidence", Journal of Management Studies, 41/6(September 2004):913-932. (Pubitemid 39203040)
35. Christine M. Beckman, "The Influence of Founding Team Company Affiliations on Firm Behavior", Academy of Management Journal, 49/4(August 2006):741-758; (Pubitemid 44453117)
36. J. Jansen, G. George, F. Van den Bosch, and H. Volberda, "Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership", Journal of Management Studies, 45/5(July 2008):982-1007.
37. Charles A. O'Reilly and Michael L. Tushman, "The Ambidextrous Organization", Harvard Business Review, 82/4(April 2004):74-83;
38. Nicolaj Siggelkow and Daniel Levinthal, "Temporarily Divide to Conquer: Centralized, Decentralized, and Reintegrated Organizational Approaches to Exploration and Adaptation", Organization Science, 14/6(November/ December 2003):650-669.
39. Clark Gilbert, "Unbundling the Structure of Inertia: Resource versus Routine Rigidity", Academy of Management Journal, 48/5(October 2005):741-763; (Pubitemid 41759574)
40. Charles A. O'Reilly, David F. Caldwell, Jennifer A. Chatman, Margaret Lapiz, and William Self, "How Leadership Matters: The Effects of Leaders' Alignment on Strategy Implementation", Leadership Quarterly, 21/1(February 2010):104-113;
41. Wendy K. Smith and Michael L. Tushman, "Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams", Organization Science, 16/5(September/October 2005):522-536. (Pubitemid 41677005)
42. V. J. Gilchrest, "Key Informant Interviews", in B. F. Crabtree and W. L. Miller, eds., Doing Qualitative Research (London: Sage, 1992).
43. Charles H. House and Raymond L. Price, The HP Phenomenon: Innovation and Business Transformation (Stanford, CA: Stanford University Press, 2009);
44. Richard S. Rosenbloom, "Leadership, Capabilities, and Technological Change: The Transformation of NCR in the Electronic Era", Strategic Management Journal, 21/10-11(October/November 2000):1083-1103.
45. Alva Taylor and Constance E. Helfat, "Organizational Linkages for Surviving Technological Change: Complementary Assets, Middle Management, and Ambidexterity", Organization Science, 20/4(July/August 2009):718-739.
46. th EGOS Colloquium, Barcelona, July 3, 2009;
47. Robert Sobel, When Giants Stumble: Classic Business Blunders and How to Avoid Them (Paramus, NJ: Prentice Hall, 1999);
48. Donald N. Sull, "The Dynamics of Standing Still: Firestone Tire and Rubber and the Radial Revolution", Business History Review, 73/3(Autumn 1999):430-464;
49. Jan Rivkin and Nicolaj Siggelkow, "Balancing Search and Stability: Interdependencies among Elements of Organizational Design", Management Science, 49/3(March 2003):290-311;
50. Richard Wittington, Andrew Pettigrew, Simon Peck, Evelyn Penton, and Martin Conyon, "Change and Complementarities in the New Competitive Landscape", Organization Science, 10/5(September/October 1999):583-600.
51. Matthew S. Olson and Derek Van Bever, Stall Points (New Haven, CT: Yale University Press, 2008);
52. Juha Uotila, Markku Maula, and Thomas Keil, and Shaker A. Zhara, "Exploration, Exploitation and Financial Performance: Analysis of S&P 500 Corporations", Strategic Management Journal, 30/2(February 2009):221-231.