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 BrixThe purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity and…
Learning organizational ambidexterity: A joint-variance synthesis of exploration-exploitation modes on performance
Matthew James Kerry, Justin A. DeSimoneThe 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. SeidleThis 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 TakahashiThis paper aims to analyse how dynamic capabilities (DC) affect organizational learning (OL) in a Brazilian higher education institution (HEI) and how this relationship affects…
The goblet and two faces: Understanding transcendence and paradox from the perspective of Advaita Vedanta
Shiva KakkarParadox 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 SmithOrganizational ambidexterity brings together the paradoxical tensions between exploration and exploitation. Embracing such paradoxical tensions depends on both separating the…
ISSN:
0969-6474Online date, start – end:
1994Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridEditor:
- Professor Nataša Rupčić