Organizational Ambidexterity: Implications for the Strategy-Performance Linkage

Organizational Ambidexterity: Implications for the Strategy-Performance Linkage

by W. Henning Blarr


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Today’s companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms balance resource allocation and become so-called ambidextrous organizations. W. Henning Blarr analyzes this balancing act, requiring the ability to simultaneously pursue both incremental and discontinuous change. He shows that compared to organizations focusing on either exploitative or explorative activities, ambidextrous organizations significantly obtain higher levels of financial performance.

Product Details

ISBN-13: 9783834931290
Publisher: Gabler Verlag
Publication date: 05/27/2012
Edition description: 2012
Pages: 223
Product dimensions: 5.83(w) x 8.27(h) x 0.02(d)

About the Author

Dr. W. Henning Blarr wrote his dissertation under Prof. Dr. Torsten Wulf’s supervision at the Chair of Strategic Management and Organization at HHL – Leipzig Graduate School of Management.

Table of Contents

Fit between Strategy and Structure.- Miles and Snow Strategic Typology.- Exploration Versus Exploitation.- Cyclical, Reciprocal, Harmonic and Partitional Ambidexterity.- Empirical Study in Germany

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