TY  - CHAP
AB  - Abstract The authors examine how firms can achieve organizational ambidexterity, that is, how they can successfully engage in concurrent exploitation of existing competencies and exploration of new competencies in their search for new products. Existing research has identified three enablers to manage these fundamentally different activities: temporal separation, structural separation, and the creation of context. Studying the strategic orientation, organization design, and performance of a unique sample of mid-sized German manufacturing firms, the authors find that the controlled interplay of decentralized decision making and formalized processes and goals is another effective means to manage the challenges of pursuing an innovation strategy balancing both exploitative and exploratory activities. The findings of this study suggest that this balanced control constitutes a fourth enabler of ambidexterity.
VL  - 40
SN  - 978-1-78756-329-2, 978-1-78756-330-8/0742-3322
DO  - 10.1108/S0742-332220180000040004
UR  - https://doi.org/10.1108/S0742-332220180000040004
AU  - Aschenbrücker Karl
AU  - Kretschmer Tobias
PY  - 2018
Y1  - 2018/01/01
TI  - Balanced Control as an Enabler of Organizational Ambidexterity
T2  - Organization Design
T3  - Advances in Strategic Management
PB  - Emerald Publishing Limited
SP  - 115
EP  - 144
Y2  - 2024/04/23
ER  -