Organizational capacity for change and strategic ambidexterity: Flying the plane while rewiring it
Abstract
Purpose
Successful firms must exploit existing markets while simultaneously exploring new market opportunities. However, skills required to do both simultaneously are often at odds with each other. To reconcile this dilemma, the authors aim to discuss the new concept of “strategic ambidexterity”, which is conceptualized as the ability to simultaneously pursue exploitation and exploratory strategies in ways that lead to enhanced organizational effectiveness.
Design/methodology/approach
The authors conceptually integrate literature from organizational theory, strategic management, and marketing to yield three new theoretical propositions.
Findings
It is argued that a relatively new dynamic capability, organizational capacity for change, is the primary antecedent of strategic ambidexterity and that this relationship is moderated by environmental uncertainty and organizational slack.
Originality/value
Most organizational and marketing theories rely on linear assumptions and models. However, twenty‐first century organizations must reconcile competitive realities that are often nonlinear in nature. This study provides a conceptual framework which transcends traditional thinking, and provides a comprehensive yet concise framework for researching this new competitive reality further.
Keywords
Citation
Judge, W.Q. and Blocker, C.P. (2008), "Organizational capacity for change and strategic ambidexterity: Flying the plane while rewiring it", European Journal of Marketing, Vol. 42 No. 9/10, pp. 915-926. https://doi.org/10.1108/03090560810891073
Publisher
:Emerald Group Publishing Limited
Copyright © 2008, Emerald Group Publishing Limited