The Ambidextrous Organization.¶
Tushman, M. L., & O'Reilly, C. A. (2004). The Ambidextrous Organization.: Managing evolutionary and revolutionary change. Harvard Business Review, 38(4), 74-81.
Cited by¶
11 citations across 10 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Absorptive Capacity
This sourceArgues firms must simultaneously pursue incremental and discontinuous innovation by building ambidextrous structures and cultures. Bibliography-only (Tier C); not cited in the body.
- Adaptation
- Listed in the references but not attached to a specific claim.
- Adaptive Capacity
- Listed in the references but not attached to a specific claim.
- Ambidexterity (Exploit vs. Explore)
- The structural separation mechanism (ambidextrous organization designs) that isolates exploration activities from exploitation pressures to permit risk-taking and longer development horizons
This sourceArgues that ambidextrous organizations host structurally separate units with distinct cultures, structures, and processes for exploitation and exploration, achieving superior long-term performance — the structural-separation mechanism.
- The structural separation mechanism (ambidextrous organization designs) that isolates exploration activities from exploitation pressures to permit risk-taking and longer development horizons
- Diversity
- Listed in the references but not attached to a specific claim.
- Institutional Lag
- Tushman and O'Reilly (1996) frame this design problem in their model of ambidextrous organizations that simultaneously sustain stable operations and adaptive capacity.
This sourceModels ambidextrous organizations that simultaneously sustain stable operations and adaptive capacity, addressing the design problem of institutions that must balance adaptive and stable responses to fast-changing conditions.
- Tushman and O'Reilly (1996) frame this design problem in their model of ambidextrous organizations that simultaneously sustain stable operations and adaptive capacity.
- System Slack
- Listed in the references but not attached to a specific claim.
- Three Horizons Analysis
- Cognitive and organizational-psychological work on ambidexterity (O'Reilly and Tushman 2004 and subsequent)
- Listed in the references but not attached to a specific claim.
- Variation Strategies
- Listed in the references but not attached to a specific claim.
Mechanisms¶
- Protected Experimentation Team
- O'Reilly and Tushman's study of ambidextrous units found the ones that succeeded were tightly integrated with senior leadership and the core even as they ran on their own metrics; separation alone predicts failure.
This sourceSeparation without integration is the failure signature, which is why a protected team must stay exposed to core reality.
- O'Reilly and Tushman's study of ambidextrous units found the ones that succeeded were tightly integrated with senior leadership and the core even as they ran on their own metrics; separation alone predicts failure.
Verification¶
This reference passed the adversarial substantiation pipeline: it was checked to exist and to support the claim it is attached to. See how references were verified.
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