Organizational Ambidexterity

Implications for the Strategy-Performance Linkage

  • W. Henning Blarr

Table of contents

  1. Front Matter
    Pages I-XV
  2. W. Henning Blarr
    Pages 1-6
  3. W. Henning Blarr
    Pages 7-56
  4. W. Henning Blarr
    Pages 57-82
  5. W. Henning Blarr
    Pages 83-105
  6. W. Henning Blarr
    Pages 133-164
  7. W. Henning Blarr
    Pages 165-177
  8. Back Matter
    Pages 179-205

About this book


Today’s companies in diverse industries perceive increasing competition and an accelerating pace of change. To cope with these challenges, they need to leverage their current competencies and exploit existing products and services, while simultaneously build new capabilities to develop innovative solutions. Therefore, instead of selecting and maintaining a focus on either efficiency or flexibility, these firms balance resource allocation and become so-called ambidextrous organizations. W. Henning Blarr analyzes this balancing act, requiring the ability to simultaneously pursue both incremental and discontinuous change. He shows that compared to organizations focusing on either exploitative or explorative activities, ambidextrous organizations significantly obtain higher levels of financial performance.



Authors and affiliations

  • W. Henning Blarr
    • 1
  1. 1.LeipzigGermany

Bibliographic information

  • DOI
  • Copyright Information Gabler Verlag | Springer Fachmedien Wiesbaden 2012
  • Publisher Name Gabler Verlag
  • eBook Packages Business and Economics
  • Print ISBN 978-3-8349-3129-0
  • Online ISBN 978-3-8349-6859-3
  • Buy this book on publisher's site
Industry Sectors
Chemical Manufacturing
Finance, Business & Banking
Consumer Packaged Goods