Sequences of learning types for organizational ambidexterity
ISSN: 0969-6474
Article publication date: 13 May 2019
Issue publication date: 13 May 2019
Abstract
Purpose
This paper aims to examine how distinct sequences of organizational learning types (experiential and vicarious) underpin processes of exploratory versus exploitative innovation.
Design/methodology/approach
Data collection consists of 16 interviews conducted with senior personnel at two firms in the biopharmaceutical sector, with sequences of organizational learning types derived from the associated innovation projects. These sequences and their differential emphases on experiential or vicarious learning are used to construct a conceptual model. Propositions describe the structural differentiation and integration mechanisms useful to foster organizational ambidexterity.
Findings
Technological brokering emerges as a key means by which organizations can reconcile the learning sequences underlying exploration and exploitation. For exploration, a structure incorporating cross-industry technology brokerage during the initiation and development phases of innovation is posited. For exploitation, a structure harnessing intra-industry technology brokerage during the development phase of innovation is suggested. Integration of these projects can be accomplished through cross-unit interfaces incorporating both types of brokerage roles, with emphasis on their use during implementation.
Originality/value
This paper considers the ways in which organizations focus on separate types of organizational learning at different stages of the innovation process. Insights are provided into how firms mobilize internal and external knowledge to advance these projects independently, as well as to link these efforts and thereby facilitate ambidexterity.
Keywords
Citation
Seidle, R.J. (2019), "Sequences of learning types for organizational ambidexterity", The Learning Organization, Vol. 26 No. 4, pp. 381-396. https://doi.org/10.1108/TLO-06-2018-0111
Publisher
:Emerald Publishing Limited
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