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Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization.

Kassotaki, O. and Paroutis, S. and Morrell, K. (2019) 'Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization.', Long range planning., 52 (3). pp. 366-385.

Abstract

The ambidexterity framework, which comprises two contradictory, yet interrelated processes of exploration and exploitation, has been researched using a variety of perspectives. Few studies, however, provide insight into the question: how is ambidexterity managed across multiple organizational levels? To address this question, we introduce the term ambidexterity penetration that refers to the enactment of ambidexterity across multiple organizational levels and develop a conceptual framework about how it is practiced (horizontally, vertically and organizationally). We empirically showcase this framework using findings from six business units of an aerospace and defense organization and analyzing data from 30 interviews. Overall, our study contributes to ambidexterity research and offers an empirical investigation of ambidexterity penetration across multiple organizational levels in the context of the aerospace and defense sector.

Item Type:Article
Full text:Publisher-imposed embargo
(AM) Accepted Manuscript
Available under License - Creative Commons Attribution Non-commercial No Derivatives.
File format - PDF
(634Kb)
Full text:(AM) Accepted Manuscript
Available under License - Creative Commons Attribution Non-commercial No Derivatives.
Download PDF
(424Kb)
Status:Peer-reviewed
Publisher Web site:https://doi.org/10.1016/j.lrp.2018.06.002
Publisher statement:© 2018 This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/
Date accepted:29 June 2018
Date deposited:27 November 2018
Date of first online publication:08 July 2018
Date first made open access:08 July 2020

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