Innovation Capacity Building: An approach to maintaining balance between exploration and exploitation in organizational learning

Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

2 Citationer (Scopus)
60 Downloads (Pure)

Resumé

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.
OriginalsprogEngelsk
TidsskriftLearning Organization
Vol/bind26
Udgave nummer1
Antal sider17
ISSN0969-6474
DOI
StatusUdgivet - 2019

Fingeraftryk

innovation capacity
learning organization
exploitation
employee
management
organization
methodology
interaction
Ambidexterity
Organizational learning
Exploration and exploitation
Innovation capacity
Capacity building
Employees

Emneord

    Citer dette

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    title = "Innovation Capacity Building: An approach to maintaining balance between exploration and exploitation in organizational learning",
    abstract = "PurposeThe 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/approachThe 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.FindingsThe 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/valueThis 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.",
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    Innovation Capacity Building : An approach to maintaining balance between exploration and exploitation in organizational learning . / Brix, Jacob.

    I: Learning Organization, Bind 26, Nr. 1, 2019.

    Publikation: Bidrag til tidsskriftTidsskriftartikelForskningpeer review

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