The Learning Organization: Volume 26 Issue 4


Table of contents - Special Issue: Organizational ambidexterity: two modes of learning

Guest Editors: Nhien Nguyen, Alf Steinar Sætre

Ambidexterity and organizational learning: revisiting and reconnecting the literatures

Jacob Brix

The purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity…


Learning organizational ambidexterity: A joint-variance synthesis of exploration-exploitation modes on performance

Matthew James Kerry, Justin A. DeSimone

The purpose of this paper is to reexamine exploration-exploitation’s reciprocality in organizational ambidexterity (OA) research. OA figures prominently in a variety of…

Sequences of learning types for organizational ambidexterity

Russell J. Seidle

This paper aims to examine how distinct sequences of organizational learning types (experiential and vicarious) underpin processes of exploratory versus exploitative innovation.

Dynamic capabilities, organizational learning and ambidexterity in a higher education institution

Carla Patricia da Silva Souza, Adriana Roseli Wünsch Takahashi

This paper aims to analyse how dynamic capabilities (DC) affect organizational learning (OL) in a Brazilian higher education institution (HEI) and how this relationship…

The goblet and two faces: Understanding transcendence and paradox from the perspective of Advaita Vedanta

Shiva Kakkar

Paradox theory looks at ambidexterity as a set of paradoxical yet interrelated demands. A form of response to such paradoxes is transcendence. Currently, there is limited…

Integrative ambidexterity: one paradoxical mode of learning

Miguel Pina e Cunha, Rebecca Bednarek, Wendy Smith

Organizational ambidexterity brings together the paradoxical tensions between exploration and exploitation. Embracing such paradoxical tensions depends on both separating…

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  • Professor Nataša Rupčić