Authors: Charles A. O’Reilly III, Stanford University – Graduate School of Business; Michael Tushman, Harvard University – Organizational Behavior Unit
Paper Date: June 26, 2013
Rock Center for Corporate Governance at Stanford University Working Paper No. 142
Academy of Management Perspectives, Forthcoming
Organizational ambidexterity refers to the ability of an organization to both explore and exploit — to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of the research, highlighting what we know and don’t know about the topic. We close with a point of view on promising areas for ongoing research.