Enabling organisational ambidexterity: A leadership perspective

Abstract

Innovation implies change that causes disruption. Ambidexterity is required to balance disruption and change with the counter side, stability, to enhance efficiency. This study set out to understand how the leadership of an organisation can ensure a focus simultaneously an explore logic, required for innovation, and the exploit functions that are needed for efficiency.Design/methodology/approach: This research sought to shed new light on how leaders manage the structural changes required within an organisation to support ambidexterity. It fits into the inductive research approach. A qualitative, exploratory study through semi-structured interviews was completed to enhance the understanding of this understudied phenomenon.Findings/results: The research builds on the current understanding of ambidexterity, different operating models, integration mechanisms and possible organisational structure to enable simultaneously explore and exploit. Respondents were able to suggest how organisations can utilise the ambidexterity continuum as a vehicle to understand the current organisational change logic and required future strategy. Practical implications:Based on the research findings, a model was conceptualised, which included the leadership capabilities required to deal with both existing core business and new venture processes and structures, as well as the integration of these disparate elements.Originality/value: The literature is not clear as to how leaders engender the changes required within the structure of organisations to enable ambidexterity. The research provides a framework that describes how organisations can balance the explore and exploit functions concurrently, as well as leadership capabilities required to achieve this.

Disclosure of Organizational Ambidexterity Activities and Earnings Quality in Oman

“…. OA is discussed in management and organization in relation to topics such as competitive advantage (Preda, 2014), leadership (Bell and Hofmeyr, 2021), environmental (Maine et al, 2022), innovation (Alamayreh et al, 2019), entrepreneurial Orientation (Tuan, 2016) and corporate social performance (Hahn et al, 2016). In accounting, OA is discussed only in relation to performance.…”

Ambidextrous structures paving the way for disruptive business models: a conceptual framework

“…2d). Temporal ambidexterity follows a temporal alignment by sequentially adopting exploitation and exploration within the same business unit (Nickerson and Zenger 2002;Siggelkow and Levinthal 2003;Bell and Hofmeyr 2021).…”