Investigating the Role of Ambideztrous Leadership and Organizational Culture in Fostering Multiple Modes of Innovation
It has been proposed that to ensure competitive success,firms need to balance the opposing demands of exploration and exploitation (March,1991;Levinthal and March,1993) in order to be able to develop both incremental,as well as more radical innovations (OReilly & Tushman,2004).Researchers have suggested that to accomplish this,organizations must be ambidextrous (Duncan,1976;Tushman & OReilly,1996;Gibson & Birkenshaw 2004;Markides & Chu,2008).Studies that have empirically tested the relationship between organizational effectiveness and ambidexterity have generally found a positive relationship (cf.Adler,Goldoflas and Levine,1999;Ahuja and Lampert,2001;Benner and Tushman,2002;Gibson and Birkinshaw,2004;He and Wong,2004;McDonough and Leifer,1983).But as Markides & Chu (2008) point out ...whereas the need for and the beneficial effects of achieving ambidexterity have been recognized,little work has been done on exactly how organizations could achieve ambidexterity. (pp.3-4)
Hsing-Er Lin Edward F.McDonough III
Maastricht School of Management,Maastricht,NL International Business & Strategy Group,College of Business Administration Northeastern University,B
国际会议
PAN-PACIFIC CONFERENCE XXVI(“战略创新、协作融合泛太平洋管理学会第26届年会)
深圳
英文
203-205
2009-06-01（万方平台首次上网日期，不代表论文的发表时间）