A System of Contradictory Goals and Realization of Ambidexterity: A Case Study of a Municipal Corporation

Abstract

ABSTRACTPursuit of contradictory goals is inherent in the activities of any typical public-sector organization. Bulk of the existing literature on how contradictory goals can be pursued successfully focuses on a single pair of contradictory goals, largely pursued by private sector organizations. This empirical study identifies a system of multiple pairs of contradictory goals associated with structural separation of subunits of a public-sector organization in India, where the organization is a municipal corporation and two of its subunits engaged in the business of Public Urban Transport are involved. Emergence of contradictory goals was observed to be linked with the dynamics of key stakeholder interests. The study revealed that the top and middle managers may respond differently to a pair of contradictory goals, and the same manager also responds differently to different pairs of contradictory goals. Three pairs of contradictory goals were identified. These goals involved subunit identity and shared identity, contractor compliance and maintaining relationship with the contractor, and performance and learning. Realization of organizational ambidexterity appeared linked to how well the simultaneity and variety of contradictory goals are matched by simultaneity and variety of responses, namely a combination of structural, contextual and behavioral arrangements by the organization and individuals.