Blending in: A Case Study of Transitional Ambidexterity in the Financial Sector

Organizational ambidexterity is widely recognized as necessary for the economic sustainability of firms operating in financial sector. While management literature has several forms ambidexterity, relationship between them and their relative merits remain unclear. By studying a process implementation ambidextrous capabilities within large Scandinavian firm, we explore role top-down reforms bottom-up reactions determining development sector-specific innovative capabilities. We find that blended follows naturally from attempt to correct tensions arising harmonic blueprints. The resulting practice appears be closely related reciprocal model which necessity rather than choice, attempting develop Consequently, suggest re-interpret current taxonomies not alternative blueprints, but stages long-term transition.