Activities per year
Abstract
Purpose
The purpose of this paper is to propose how a bottom-up creation of an ambidextrous organization can be enabled. By integrating research on “contextual ambidexterity” and “individual and organizational capacity building”, an “innovation capacity building” framework is conceptualized that suggests how balance between exploration and exploitation can be maintained.
Design/methodology/approach
The study is conceptual. As no data are utilized, focus is on discussing the links between the two theoretical perspectives and the advantages of the proposed innovation capacity building framework.
Findings
The innovation capacity building framework discusses the influence, both positive and negative, of the local organizational context for ambidexterity, and the interactions required such as feedback between the management team and the employees so they together can build an ambidextrous working culture. A culture in which it is the individual employee that is responsible for switching between activities related to exploration and exploitation and where the management team empowers the employees to do so.
Originality/value
This study focuses on contextual ambidexterity and how contextual ambidexterity can be implemented as a way of working in contemporary organizations. The originality lies in the proposed framework and in the dedicated focus on “how” ambidexterity can be implemented in organizations.
The purpose of this paper is to propose how a bottom-up creation of an ambidextrous organization can be enabled. By integrating research on “contextual ambidexterity” and “individual and organizational capacity building”, an “innovation capacity building” framework is conceptualized that suggests how balance between exploration and exploitation can be maintained.
Design/methodology/approach
The study is conceptual. As no data are utilized, focus is on discussing the links between the two theoretical perspectives and the advantages of the proposed innovation capacity building framework.
Findings
The innovation capacity building framework discusses the influence, both positive and negative, of the local organizational context for ambidexterity, and the interactions required such as feedback between the management team and the employees so they together can build an ambidextrous working culture. A culture in which it is the individual employee that is responsible for switching between activities related to exploration and exploitation and where the management team empowers the employees to do so.
Originality/value
This study focuses on contextual ambidexterity and how contextual ambidexterity can be implemented as a way of working in contemporary organizations. The originality lies in the proposed framework and in the dedicated focus on “how” ambidexterity can be implemented in organizations.
Original language | English |
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Journal | Learning Organization |
Volume | 26 |
Issue number | 1 |
Pages (from-to) | 12-26 |
Number of pages | 15 |
ISSN | 0969-6474 |
DOIs | |
Publication status | Published - 2019 |
Keywords
- Capacity Building
- Organizational Capacity Building
- Individual Capacity Building
- Innovation Capacity Building
- Ambidexterity
- Exploration and Exploitation
- Empowerment
- Organizational learning
- bottom-up strategies
- Strategic Management
- Ambidextrous organization
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Dive into the research topics of 'Innovation Capacity Building: An approach to maintaining balance between exploration and exploitation in organizational learning'. Together they form a unique fingerprint.Activities
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Budapest University of Technology and Economics
Jacob Brix (Visiting researcher)
Nov 2022Activity: Visiting another research institution
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Strategisk Innovationsledelse
Jacob Brix (Lecturer)
8 Jun 2022Activity: Talks and presentations › Talks and presentations in private or public companies
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Ledelse af samskabelse i det offentlige
Jacob Brix (Participant)
2020Activity: Attending an event › Organisation or participation in workshops, courses, seminars, exhibitions or similar