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Ambidextrous organization
Organizational ambidexterity refers to an organization’s ability to be efficient in its management of today’s business and also adaptable for coping with tomorrow’s changing demand. Just as being ambidextrous means being able to use both the left and right hand equally, organizational ambidexterity requires the organizations to use both exploration and exploitation techniques to be successful.
== Origin and Development ==
Organizational ambidexterity was defined as an organization’s ability to be aligned and efficient in its management of today’s business demands as well as being adaptive to changes in the environment at the same time.〔Duncan, R. (1976). ''The ambidextrous organization: Designing dual structures for innovation''. Killman, R. H., L. R. Pondy, and D. Sleven (eds.) The Management of Organization. New York: North Holland. 167-188.〕 This term of organizational ambidexterity was first used by Duncan,〔 however, it was March〔March, J. G. (1991). Exploration and exploitation in organizational learning. ''Organization Science, 2'', 71-87.〕 that had been credited for developing and generating greater interest in this concept, especially in the late 20th and early 21st century. Ambidexterity in an organization is achieved by balancing exploration and exploitation, which allows the organization to be creative and adaptable, while also continuing to rely on more traditional, proven methods of business.〔 Exploration includes things such as search, variation, risk taking, experimentation, flexibility, discovery or innovation, whereas exploitation includes such things as refinement, choice, production, efficiency, selection, implementation, and execution.〔 Companies that focus only on exploration face the risk of wasting resources on ideas that may not prove useful or never be developed. On the other hand, companies that focus only on exploitation may accept status quo performance and products and fail to reach optimal levels of success.
Organizational ambidexterity is defined broadly, and several other terms are also highly related or similar to the construct of ambidextrous organization, including organizational learning, technological innovation, organizational adaptation, strategic management, and organizational design. Things such as reconciling exploitation and exploration, the simultaneity of induced and autonomous strategy processes, synchronizing incremental and discontinuous innovation, and balancing search and stability also tend to refer to the same underlying construct as ambidextrous organization.〔Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. ''Journal of Management, 34'', 375-409.〕
Whereas earlier studies regarded the trade-offs between exploration and exploitation to be insurmountable, more recent research has paid attention to a range of organizational solutions to engender the existence of ambidexterity. One recent hot research topic in this area focused on the leadership characteristics that enable organizations to manage the contradictions that they face and achieve ambidexterity,〔Beckman, C. M. (2006). The influence of founding team company affiliations on firm behavior. ''Academy of Management Journal, 49'', 741-758.〕〔Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. ''Journal of Management, 32'', 646-672.〕〔Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. ''Organization Science, 16'', 522-536.〕 which is the origin of the concept ‘ambidextrous leadership’. Several antecedents, outcomes of organizational ambidexterity as well as related moderators have also been identified in the existing literature. These topics are introduced in later sections.
抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』
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