A dynamic perspective on ambidexterity
structural differentiation and boundary activities
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Author
Contributions
- Tushman, Michael - Contributor
- Harvard Business School - Contributor
Publication
2011 - Harvard Business School, Boston, Massachusetts
Language
English
Word Count
10,000 words, Guess
Page Count
40 pages
Identifiers
- OCLC Control Number723493625
- Open LibraryOL45354164M
Description
This paper explores the shifting nature of differentiation and integration in organizations attempting to explore and exploit. In a longitudinal study of six new business initiatives, we find that firms engage in a dynamic process of managing contradictory boundary activities. Boundaries between differentiated units are reinforced to enable exploitation and exploration, while corporate boundary spanners integrate these processes. The locus of integration shifts from the corporate team to lower organizational levels when the new business initiative reaches economic and cognitive legitimacy. We use these insights to revise the organizational ambidexterity concept, considering the underexplored roles of time, paradox, and locus.
Subjects
Series Statement
- Working paper / Harvard Business School -- 11-111
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