A framework for analysis of ambidexterity and performance in small-to-medium-sized firms
College
Ramon V. Del Rosario College of Business
Department/Unit
Economics
Document Type
Article
Source Title
DLSU Business and Economics Review
Volume
17
Issue
1
First Page
99
Last Page
110
Publication Date
1-1-2008
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.
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Digitial Object Identifier (DOI)
10.3860/ber.v17i1.39
Recommended Citation
Bolinao, E. N. (2008). A framework for analysis of ambidexterity and performance in small-to-medium-sized firms. DLSU Business and Economics Review, 17 (1), 99-110. https://doi.org/10.3860/ber.v17i1.39
Disciplines
Business Administration, Management, and Operations
Keywords
Organizational effectiveness; Organizational change
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