In todays digitized and globalized economy, companies face increasing competitive pressures and unprecedented speed of change in business conditions. Considering limited IT budgets, process owners and IT departments need to decide how to divide their spending on efficiency-enhancing and flexibility-enhancing IT capabilities to optimally support their business processes. Turning from thinking of...

The aim of ambidextrous organizations is to balance exploratory and exploitative learning concepts. They innovate through experiments and research, and capture the value of innovations through refinement and continuous improvement. In this paper, we study the relationship of organizational ambidexterity and IT enabled agility. Based on a case study with a German car manufacturer we find that (1...

It has long been recognized in the literature that the pursuit of radical or disruptive innovation by established firms poses an organizational challenge for the firm. This is because the skills, structures, processes and mindsets required for exploiting the existing business are fundamentally different and often conflict with those required for radical innovation (i.e. exploration). This has l...

This study examines the relationship between organizational justice and ambidexterity with learning. paper also evaluates effect of on learning strategies employees in cause-effect measure perceived support bi-directionality 645 family firms operating Istanbul have been analyzed Structural Equation Model. Findings demonstrate that organization's ability concept organization had an indirect posi...

Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers? networks are an important yet understudied factor in the ability to balance the trade-off between exploring for new business and exploiting existing business. Analyses of 1449 ties in the networks of 79 senior partners in a management consulting firm revealed significant difference...

Afirm’s organizational and technological boundaries are two important demarcation lines when sourcing for technology. Based on this theoretical lens, four possible combinations of exploration and exploitation emerge. Applying an ambidexterity perspective to a firm’s technology sourcing strategy, we hypothesize that a curvilinear relationship exists between a firm’s technology sourcing mix and i...

This paper builds on prior scholarly works by examining the relationship between organizing paradox (formalization and decentralization), organizational levels of learning paradoxes, i.e. exploration exploitation, firms’ outcomes (organizational creativity, resilience energy). Using data from 98 executives 325 senior employees working across a diverse range firms operating in Middle East, findi...