Dynamics of Organizational Ambidexterity

Table of Contents

1. Frontmatter

2. Chapter 1. Introduction—Objective of this Dissertation

   Elena Krause-Söhner

   Abstract

   The above-mentioned quotes exemplify important challenge that most organizations face today—the challenging situation increasingly focusing on short-term improvements while simultaneously driving long-term future-oriented initiatives. Short-term improvements involve the exploitation of old certainties, whereas long-term future-oriented initiatives are referred to as exploration of new possibilities (March, 1991).

3. Chapter 2. Theoretical Framework—Towards a Dynamic Multi-level View of Organizational Ambidexterity

   Elena Krause-Söhner

   Abstract

   Part 2 introduces the theoretical framework, including the definition, origin, and development of the concept of OA as well as the understanding and contextual embedding of the organization, leadership, and change through which the main concept of OA is perceived and defined. Part 2 aims to guide the reader’s actual ideas and beliefs about the phenomenon being studied, as the “system of concepts, assumptions, expectations, beliefs, and theories that supports and informs your research”; it refers to a “tentative theory of what is happening and why”.

4. Chapter 3. Providing the Groundwork—Types of Process-Oriented Research on Organizational Ambidexterity

   Elena Krause-Söhner

   Abstract

   Part 3 of this dissertation aims to provide the basis for answering the primary RQ: How can the dynamics of OA be managed in distributed organizations? A systematic literature review pertaining to OA was conducted to explore the concept from a dynamic perspective (i.e. OA process research). This study also drew upon previous reviews in the field of OA (e.g. O’Reilly & Tushman, 2013; Raisch & Birkinshaw, 2008; Turner et al., 2013), which emphasized the need for dynamic-oriented research. The analysis provided an understanding of the current discussion and categorization of the conceptualizations, theoretical underpinnings, and research approaches associated with OA.

5. Chapter 4. Adopting a Macro-Process Perspective—Understanding Strategic Change of Organizational Ambidexterity

   Elena Krause-Söhner

   Abstract

   Part 4 of this dissertation aims to provide the first empirical investigation of OA as a dynamic construct. The aim is to adopt a macro-process perspective of OA if referred to the developed framework introduced in Part 3, as this study focuses on the emergence and development of OA from a strategic initiative perspective. This is combined with a view from closer in (i.e. micro analysis focus) and the assumption that change must be seen as continuous (i.e. continuous change focus).

6. Chapter 5. Adopting a Micro-Practice Perspective (1/2)—Understanding the Dynamics of Organizational Ambidexterity in a Service Context

   Elena Krause-Söhner

   Abstract

   Part 5 of this dissertation is the second empirical investigation of OA as a dynamic construct and builds upon the findings of the first empirical study (Study 2). While Study 2 adopted a macro-process view in focusing on the development process of OA change, this study aims to go deeper to further analyze the multi-level dynamics inside the organization.

7. Chapter 6. Adopting a Micro-Practice Perspective (2/2)—Understanding the Dynamics of Organizational Ambidexterity in an Industry Context

   Elena Krause-Söhner

   Abstract

   Part 6 of this dissertation is the fourth empirical study that examines OA as a dynamic construct. In line with study 3, this study adopts a micro-process perspective to analyze the process of change of OA. Consequently, study 4 also focuses on the multi-level dynamics that occur within the organization.

8. Chapter 7. Summary and Synthesis of Results—Developing a Management Framework of the Dynamics of Organizational Ambidexterity

   Elena Krause-Söhner

   Abstract

   Part 7 builds a synthesis of the studies of this research project. In drawing on the findings and knowledge created throughout this dissertation, a management framework of the dynamics of OA is developed. Building on the models of each previous portion of this dissertation (studies 1–4), the aim of Part 7 is to bring together the core findings of each study in an overarching management framework.

9. Chapter 8. Concluding Remarks—Shaping Dynamic-Oriented Research on Organizational Ambidexterity

   Elena Krause-Söhner

   Abstract

   Drawing on all studies and the developed framework to manage the dynamics of OA, several theoretical as well as managerial implications can be derived. The theoretical implications aim to bring the field of OA further towards the development of a theory of OA. The managerial implications aim to provide practical advice for managers in today’s organizations. Taking together all studies and the derived management framework of OA dynamics, this dissertation has specific implications to theory and practice.

10. Backmatter