Dynamic Ambidexterity: Proposal of a Theoretical and Hypothetical Model

Abstract

Context: ambidexterity is a dynamic capability that seeks to balance exploitation and exploration initiatives. The joint development of exploitation and exploration can be achieved through dynamic ambidexterity. Theoretical discussions involving the relationship between the concepts of ambidexterity and dynamic capabilities (DCs) have already been developed in literature. However, the way the three ambidextrous approaches (structural, contextual, and sequential) are based on DCs still needs to be observed by researchers. Objective: this study aims to propose a conceptual and theoretical hypothetical model that explains the influence of various types of organizational ambidexterity (structural, contextual, and sequential) on the development of DCs and their relation to organizational performance. Methodology: the study was developed through an extensive systematic literature review guided by an inductive logic, interpretive epistemology, and qualitative approach. Results: the analyses and discussions made it possible to present a theoretical hypothetical model of dynamic ambidexterity that involves nine constructs and eleven hypotheses. Conclusion: we believe that our study contributes theoretically to the field of organizational Strategies and can enable studies aligned with the concepts of dynamic ambidexterity and DCs.

Adaptability of a Business and Superior Performance: Triad Model of Dynamic Capabilities

“…The literature review revealed evidence of the integration of the contributions of Teece and Pisano (1994), Eisenhardt and Martin (2000), and the Ambidexterity theory (Frogeri et al, 2022). These frameworks complement each other and, when integrated, enhance the taxonomy of perspective capabilities, delineating first and second-level capabilities (Leemann & Kanbach, 2022).…”

“…The Triad Model conceptually connects with studies on ambidexterity, entrepreneurial attitude, willingness to learn, high collaboration rates, and effective communication mechanisms (Frogeri et al, 2022;Vu, 2020). The framework integrates and extends the concepts of strategic management and policy issued within organizations and their correlation with superior performance (Min & Kim, 2022;Hernández-Linares et al, 2020;Arndt & Pierce, 2018).…”

“…Given the evolutionary fitness effect of DC, Lin et al (2020) conclude that firms must reevaluate their strategies and strengthen their ability to sense, seize, and transform in order to face competition and changing environments. Therefore, the ambidexterity concept will prevail in which exploitation-driven and exploration-oriented organizations are an evolutionary fit (Frogeri et al, 2022). Additionally, Popadiuk et al (2018) observe that ambidexterity and DC literature utilize exploration and exploitation of knowledge to observe business adaptability capacity.…”

Ambidexterity and organizational performance of Brazilian exporting companies

“…Organizational ambidexterity is still a nebulous field for management, which requires more theoretical and empirical publications aiming at new findings. Frogeri et al (2022) recommend that the three approaches to ambidexterity (structural, contextual and sequential) be associated with dynamic capabilities. Guerra and Camargo (2021) warn of the need to develop skills and competencies in managers, aiming to create structures and mechanisms that support organizational ambidexterity.…”

Ambidexterity, organizational structure, and types of innovations in technological R&D institutes in Brazil

“…Ambidexterity is a complex concept that does not allow for a simple definition based on exploration and exploitation. Birkinshaw, Zimmerman, andRaich, 2016 andChen (2017), among others, consider that ambidextrous behavior can manifest itself in organizations according to their structural configuration, revealing itself in a model of dynamic ambidexterity, adopting a structural, contextual, or sequential model (Frogeri et al, 2022;Chen, 2017;Úbeda-García, 2019).…”