Abstract
Ambidextrous organizations provide a practical model for forward-looking executives seeking to pioneer disruptive innovations while pursuing incremental gains. The relationships described in this study are based on the organizational-context literature, in particular Ghoshal and Bartlett’s (1994) framework for organizational effectiveness, suggesting that contextual ambidexterity emerges when owner-managers in a business unit develop a supportive organization context. This perspective suggests that superior business-unit performance is not achieved primarily though charismatic leadership nor through some formal organizational structure, nor strong company culture; but rather through building a rational set of systems and processes that collectively define a context that allows the transcending capabilities of alignment and adaptability to flourish simultaneously, thereby sustaining business unit performance.
Recommended Citation
Bolinao, Edgardo N.
(2008)
"A Framework for Analysis of Ambidexterity and Performance in Small-to-Medium-Sized Firms,"
DLSU Business & Economics Review: Vol. 17:
No.
1, Article 10.
DOI: https://doi.org/10.59588/2243-786X.1373
Available at:
https://animorepository.dlsu.edu.ph/ber/vol17/iss1/10
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