Action learning and the ambidextrous organization

Purpose This article couples organizational theory with practice the union of action learning and ambidextrous organization. It aims to show how contributes creation sustainment an (learning) Design/methodology/approach A side-by-side comparison organization was used. Findings Action “teaches” promotes framework processes ambidexterity practical organizations. An team in performs like extent that “acting” is synonymous exploitation “learning” exploration. Research limitations/implications a powerful tool for organization, serving as template practitioner create Originality/value paper extends literature on structure, leadership, culture change it relates ambidexterity, organizations learning. integrates through synergistic theory/practice circle created combination “theory informing theory” from academia “practice practice” industry, creating validating updating better circle.