Ambidexterity deconstructed: a hierarchy of capabilities perspective

Abstract

Purpose– The aim of this paper is to deconstruct the organizational capability of ambidexterity into a typology of hierarchical dimensions that includes each type’s enabling mechanisms and capabilities.Design/methodology/approach– This work reviews and integrates extant literature on ambidexterity and the hierarchy of capabilities to distinguish dimensions of ambidexterity and link each type to capabilities identified in prior research.Findings– A hierarchy involving zero-, first- and second-order ambidexterity is developed. Mechanisms and capabilities for creating and sustaining each type of ambidexterity are described.Research limitations/implications– As only an initial and conceptual foray toward the purpose stated above, this research does not attempt to argue a comprehensive theoretical framework. Nor does it intend to extend or propose new theory regarding the origins of ambidexterity capabilities or the specific causal relationships between them.Practical implications– Although prior literature emphasizes approaches for achieving and maintaining ambidexterity, these generally refer to what is described here as zero-order ambidexterity. The hierarchical and holistic system view offered in this research suggests greater importance for second-order ambidexterity and capabilities of top managers for exercising cognitive, behavioral and process leadership complexity.Originality/value– Recent literature on ambidexterity begins to suggest varied types or levels of ambidexterity. No known work, however, has expressly deconstructed ambidexterity into component dimensions via the hierarchy of capabilities framework.