Abstract
This chapter establishes the context, background, and aims for the book noting that organizations must manage ostensibly opposing forms, such as stability and change, and freedom and accountability. Organizations therefore need to manage simultaneously for both efficiency (exploitation) and flexibility (exploration). The chapter foreshadows the book’s key premise that the exploration—exploitation tension represents a ‘duality’ that must be embraced rather than resolved. It foreshadows the results of several longitudinal research cases demonstrating that innovation works best when in concert with efficiency, rather than as a stand-alone or as an alternating on and off priority. Finally, the chapter introduces how innovation capacity can be developed through ambidexterity capability.
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Smith, A.C.T., Sutherland, F., Gilbert, D.H. (2017). The Innovation Imperative. In: Reinventing Innovation. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-57213-0_1
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DOI: https://doi.org/10.1007/978-3-319-57213-0_1
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