The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity

The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity

Summary for agile leaders

Analyzing data from 4,195 survey participants at all levels of hierarchy (41 business units across 10 firms in different industries), Gibson & Birkinshaw found evidence of alignment and adaptability ambidexterity arising from contextual (behavioural) factors. They found significant correlation between context (performance management and social constructs) to ambidexterity, and ambidexterity to business units performance.

Reviewed: 03 Nov 2022 by Russ Lewis
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Authors: 
Cristina B. Gibson, Julian Birkinshaw
Publication date: 
2004
DOI: 
10.5465/20159573

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Abstract

We investigated contextual organizational ambidexterity, defined as the capacity to simultaneously achieve alignment and adaptability at a business-unit level. Building on the leadership and organization context literatures, we argue that a context characterized by a combination of stretch, discipline, support, and trust facilitates contextual ambidexterity. Further, ambidexterity mediates the relationship between these contextual features and performance. Data collected from 4,195 individuals in 41 business units supported our hypotheses.

Cite as (Harvard referencing)

Gibson, C.B., Birkinshaw, J., 2004. The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity. Academy of Management Journal 47, 209–226

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