All of the modern business organizations of today share a common template, in other words a common operating system. Wherever you go in the world, whichever organization you see, you will come across with similar practices of management and organizing.
- Michael L. Tushman and Charles A. O’Reilly, “The Ambidextrous Organization: Managing Evolutionary and Revolutionary Change”, California Management Review, 38/4 (Summer 1996): 8-30)
- Ze-Lin He and Poh-Kam Wong, “Exploration vs. Exploitation: An Empirical Test of Ambidexterity”, Organization Science, 15/4 (July/August 2004): 481-494;
- Charles A. O’Reilly and Michael L. Tushman, “The Ambidextrous Organization”, Harvard Business Review, April 2004;
- Charles A. O’Reilly and Michael L. Tushman, “Ambidexterity As A Dynamic Capability: Resolving The Innovator’s Dilemma”, Research in Organizational Behavior, 28 (2008): 185–206
- Sebastian Raisch, Julian Birkinshaw, Gilbert Probst, and Michael L. Tushman, “Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance” Organization Science, 20/4 (July/August 2009): 685-695;
- Julian Birkinshaw, Alexander Zimmermann, Sebastian Raisch, “How Do Firms Adapt to Discontinuous Change? Bridging The Dynamic Capabilities And Ambidexterity Perspectives”, California Management Review, 58/4 (Summer 2016): 36-58;
- Yan Chen, “Dynamic Ambidexterity: How Innovators Manage Exploration And Exploitation”, Business Horizons, 60/3 (May–June 2017): 385-394;
How can Organizations be Ambidextreous?
In modern organizations, change tends to be incremental. Big change is very difficult and traumatic when happens. As a result, they can not be responsive to change. Can they be both big and fast, reliable and flexible, efficient and entrepreneurial?