Ambidexterity Strategies of established Car Manufacturers: A Cross Cultural Comparison



All internationally established car manufacturers currently face the advent of vehicle electrification. Established OEMs shift evermore resources into new fields of electric mobility and autonomous driving technologies. However, it is a challenge for incumbent OEMs to effectively embed new activities into their established organizations with traditional business lines.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. Bass, B. M. (2002). Two Decades of Research and Development in Transformational Leadership. European Journal of Work and Organizational Psychology.
  2. Baxter, P., & Jack, S. (2008). The Qualitative Report Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. The Qualitative Reportualitative Report.
  3. Birkinshaw, J., Zimmermann, A., & Raisch, S. (2016). How Do Firms Adapt to Discontinuous Change? Bridging the Dynamic Capabilities and Ambidexterity Perspectives. California Management Review.
  4. Blarr, W. H. (2012). Organizational ambidexterity: Implications for the strategy- Performance linkage. In Organizational Ambidexterity: Implications for the Strategy- Performance Linkage (Vol. 9783834968).
  5. Boumgarden, P., Nickerson, J., & Zenger, T. R. (2012). Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance. Strategic Management Journal.
  6. Bowen, G. A. (2009). Document Analysis as a Qualitative Research Method. Qualitative Research Journal.
  7. Cassell, C., Cunliffe, A., Grandy, G., & Sinkovics, N. (2018). Pattern Matching in Qualitative Analysis. In The SAGE Handbook of Qualitative Business and Management Research Methods: Methods and Challenges.
  8. Černe, M., Jaklič, M., & Škerlavaj, M. (2013). Decoupling management and technological innovations: Resolving the individualism-collectivism controversy. Journal of International Management.
  9. Chen, E. L., & Katila, R. (2008). Rival interpretations of balancing exploration and exploitation: simultaneous or sequential. Handbook of Technology and Innovation Management, 1.Google Scholar
  10. Chen, Y. (2017). Dynamic ambidexterity: How innovators manage exploration and exploitation. Business Horizons.
  11. Duncan, R. B. (1976). The Ambidextrous Organizatio: Designing Dual Structures for Innovation. In The management of organization design.
  12. Fojcik, T. M. (2015). Ambidextrie und Unternehmenserfolg bei einem diskontinuierlichen Wandel. In Ambidextrie und Unternehmenserfolg bei einem diskontinuierlichen Wandel.
  13. Ghauri, P. (2004). Designing and conducting case studies in international business research. Handbook of Qualitative Research Methods for International Business, 1(1), 109–124.Google Scholar
  14. Ghoshal, S., & Bartlett, C. A. (1994). Linking organizational context and managerial action: The dimensions of quality of management. Strategic Management Journal.
  15. Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal.
  16. Güttel, W. H., & Konlechner, S. W. (2017). 4.1 Ambidextrie als Ansatz zur Balancierung von Effizienz und Innovativität in Organisationen. Erfolgreich in Turbulenten Zeiten: Impulse Für Leadership, Change Management & Ambidexterity, 187.Google Scholar
  17. Hayton, J. C., George, G., & Zahra, S. A. (2018). National Culture and Entrepreneurship : A Review of Behavioral Research. Entrepreneurship Theory and Practice.
  18. Herbig, P., & Dunphy, S. (1998). Culture and innovation. Cross Cultural Management: An International Journal.
  19. Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and organizations across nations. Sage publications.Google Scholar
  20. Hofstede, G., Hofstede, G. J., & Minkov, M. (2010). Cultures and Organizations: Software of the Mind (3rd ed.). McGraw Hill.Google Scholar
  21. Hofstede, G., & Minkov, M. (2010). Long- versus short-term orientation: New perspectives. Asia Pacific Business Review.
  22. Hofstede, G., & Soeters, J. (2002). Consensus societies with their own character: National cultures in Japan and the Netherlands. Comparative Sociology.
  23. Medcof, J. W., & Wang, C. H. (2017). Does national culture influence exploratory and exploitative innovation? International Journal of Technology Management.
  24. Newman, K. L., & Nollen, S. D. (1996). Culture and congruence: The fit between management practices and national culture. Journal of International Business Studies.
  25. O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior.
  26. Rinne, T., Steel, G. D., & Fairweather, J. (2012). Hofstede and Shane Revisited: The Role of Power Distance and Individualism in National-Level Innovation Success. Cross-Cultural Research.
  27. Schwartz, S. H. (2006). A theory of cultural value orientations: Explication and applications. Comparative Sociology.
  28. Siggelkow, N., & Rivkin, J. W. (2006). When exploration backfires: Unintended consequences of multilevel organizational search. Academy of Management Journal.
  29. Strauss, A., & Corbin, J. (1990). Basics of qualitative research. Sage publications.Google Scholar
  30. Tushman, M., Smith, W. K., Wood, R. C., Westerman, G., & O’Reilly, C. (2010). Organizational designs and innovation streams. Industrial and Corporate Change, 19(5), 1331–1366.
  31. Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high-tech firms. British Journal of Management.
  32. Wollersheim, J. (2010). Exploration und Exploitation als zwei Seiten derselben Medaille: Eine systematische Zusammenführung bestehender Konzepte zur Förderung von Ambidextrie in Unternehmen. Ambidextrie “: Der Unternehmerische Drahtseilakt Zwischen Ressourcenexploration Und-Exploitation (Jahrbuch Strategisches Kompetenz-Management, Band 4), München, 3–26.Google Scholar
  33. Yin, R. K. (2017). Case study research and applications: Design and methods. Sage publications.Google Scholar

Copyright information

© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2020

Authors and Affiliations

  1. 1.Philipps-Universität MarburgMarburgDeutschland
  2. 2.Lehrstuhl für Technologie- und Innovationsmanagement, Fachbereich 02 WirtschaftswissenschaftenPhilipps-Universität MarburgMarburgDeutschland

Personalised recommendations