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

Disciplines

Business Administration, Management, and Operations

Keywords

Organizational effectiveness; Organizational change

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