Exploration and exploitation complement one another in the organizational learning.
Exploration fosters the ability to diversify, while exploitation increases specialization …

Organizational research describes the inherent tension between innovation, as a means to
adapt to environmental change, and continuing to do what one does well and what current …

Purpose Ambidexterity is the ability of an organization to balance exploitation and
exploration. Ambidextrous organizations perform better in managing productivity-innovation …

Organizational ambidexterity, which can be roughly defined as the ability for organizations to
combine old and new ways of doing things to meet organizational objectives, has drawn …

In the increasingly dynamic and turbulent world, synchronising exploration and exploitation
is an important driver of the firm's success and survival. The examination of exploration …

The purpose of this study is to examine which combination of dimensional features of
ambidexterity influences innovation. Furthermore, this study examines the way in which the …

Ambidexterity broadly refers to an organization's ability to pursue two disparate things at the
same time. Ambidextrous firms are capable of exploiting existing competencies as well as …

The ability of a firm to exploit its current business while exploring new territory (in terms of
new technologies, markets, products or business models) has long been recognized as a …

People create innovations. Consequently, organisations must create environments to
support them in their innovative endeavours. The ambidextrous organisation is essential to …

Organizational ambidexterity—the simultaneous pursuit of exploration and exploitation—has
emerged as a powerful concept in explaining long-term organizational success and survival …