Introducing conflict as the microfoundation of organizational ambidexterity

TY - JOUR

T1 - Introducing conflict as the microfoundation of organizational ambidexterity

AU - Martin, Alexander

AU - Keller, Arne

AU - Fortwengel, Johann

PY - 2019/2/1

Y1 - 2019/2/1

N2 - This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, i.e. engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization over time; they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative; or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of organizations, units, and individuals. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this paper opens up promising research avenues to examine how organizations purposefully manage ambidexterity.

AB - This article contributes to our understanding of organizational ambidexterity by introducing conflict as its microfoundation. Existing research distinguishes between three approaches to how organizations can be ambidextrous, i.e. engage in both exploitation and exploration. They may sequentially shift the strategic focus of the organization over time; they may establish structural arrangements enabling the simultaneous pursuit of being both exploitative and explorative; or they may provide a supportive organizational context for ambidextrous behavior. However, we know little about how exactly ambidexterity is accomplished and managed. We argue that ambidexterity is a dynamic and conflict-laden phenomenon, and we locate conflict at the level of organizations, units, and individuals. We develop the argument that conflicts in social interaction serve as the microfoundation to organizing ambidexterity, but that their function and type vary across the different approaches toward ambidexterity. The perspective developed in this paper opens up promising research avenues to examine how organizations purposefully manage ambidexterity.

KW - conflict management

KW - conflicts

KW - exploitation and exploration

KW - microfoundation

KW - organizational ambidexterity

KW - tensions

U2 - 10.1177/1476127017740262

DO - 10.1177/1476127017740262

M3 - Article

AN - SCOPUS:85060536788

SN - 1476-1270

VL - 17

SP - 38

EP - 61

JO - Strategic Organization

JF - Strategic Organization

IS - 1

ER -