Introducing conflict as the microfoundation of organizational ambidexterity

Introducing conflict as the microfoundation of organizational ambidexterity

Summary for agile leaders

The authors propose that conflict is the key micro mechanism that is resolved by ambidexterity. They speculate that: core conflicts lead to sequential ambidexterity; peripheral conflicts to structural ambidexterity; inner conflicts to contextual. Draws on dualities, contradictions, and paradoxes works.

Reviewed: 03 Jan 2023 by Russ Lewis
Request full analysis of this paper 
Authors: 
Alexander Martin, Arne Keller, Johann Fortwengel
Publication date: 
2019
DOI: 
10.1177/1476127017740262

My classifications

Tags: 

Abstract

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, that is, 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 individuals, units, and organizations. 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 article opens up promising research avenues to examine how organizations purposefully manage ambidexterity.

Cite as (Harvard referencing)

Martin, A., Keller, A., Fortwengel, J., 2019. Introducing conflict as the microfoundation of organizational ambidexterity. Strategic Organization 17, 38–61. https://doi.org/10.1177/1476127017740262Martin, A., Keller, A., Fortwengel, J., 2019. Introducing conflict as the microfoundation of organizational ambidexterity. Strategic Organization 17, 38–61

Latest posts

5 Reasons Hanging by a Thread is my new favourite paper!

Read more...
Copyright © Russ G Lewis 2022-2023