Abstract
This study suggests ambidexterity as a guiding innovative perspective for healthcare organisations. Based on case illustrations from medical practitioners, a definition of healthcare ambidexterity and a desirable direction for operational capabilities are provided. As a theoretical implication, experiential capability should be chosen in the case of a low degree of control and a high degree of collaboration, while a high degree of control and a low degree of collaboration should indicate a focus on lean capability. This research makes a contribution to provide a clear understanding of 'healthcare ambidexterity' and an articulation of the practical development of operational capabilities.
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