Abstract
When companies develop a strategy, they typically analyze environmental and industrial conditions, assess internal strengths and weaknesses, and define a strategic position based on competitive advantage. This process follows an alignment of the value chain according to the selected business model and setting of financial targets as well as budget allocations. For example, if an organization aims to become a dominant player in the mass market, it needs to focus on efficiency (exploitation) and cost reduction based on centralized decision making. If a firm instead aims to excel by constantly harvesting new opportunities and expanding its existing markets, it needs to focus on flexibility (exploration) and product innovation, which require decentralized decision making.
Keywords
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2012 Gabler Verlag | Springer Fachmedien Wiesbaden
About this chapter
Cite this chapter
Blarr, W. (2012). Introduction. In: Organizational Ambidexterity. Gabler Verlag. https://doi.org/10.1007/978-3-8349-6859-3_1
Download citation
DOI: https://doi.org/10.1007/978-3-8349-6859-3_1
Publisher Name: Gabler Verlag
Print ISBN: 978-3-8349-3129-0
Online ISBN: 978-3-8349-6859-3
eBook Packages: Business and EconomicsBusiness and Management (R0)