Managing ambidextrous organizations for corporate transformation: a case study of Fujifilm

Abstract

The concept of ambidextrous organizations, allowing exploration and exploitation activities to coexist within an organization, has attracted considerable interest. We aim to advance the framework of ambidextrous organizations by incorporating the concept of product substitutability. We initially focus on the substitutability of an exploratory product for an existing core product, propose cannibalistic and complementary types of ambidextrous organizations, and discuss their effective management. This is followed by an in-depth case study of Fujifilm, illustrating how distinguishing between two types of an ambidextrous organization explains effectively the corporate transformation process of Fujifilm.

How COVID-19 Has Changed the Digital Trajectory for Professional Advisory Firms

“…This suggests that PSFs have been on a path toward increasing digitalization during the past decades. However, while other industries have undergone rapid transformations (Fredberg and Pregmark 2016 ; Shibata et al 2019 ), most PSFs have followed at a slower pace (Kronblad and Pregmark 2019 ; Pemer 2020 ).…”

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