Developing the ambidextrous organization. The role of intellectual capital in building ambidexterity: An exploratory study in the haute cuisine sector

Abstract

Ambidexterity has become an important company strategy for solving the dilemma between exploration and exploitation that exists in the highly competitive environments. Organisations may use the dimensions of intellectual capital in three different ways (paths) to build ambidextrous capabilities: through human capital, through social capital, and through organizational capital. This research explored how the haute cuisine sector uses these three alternatives. A cluster analysis was performed to classify 152 fine-dining restaurants based on the three paths, resulting in two groups. Exploratory analysis revealed that these restaurant groups use two different ways to build organizational ambidexterity. In both ways, the three paths are used simultaneously, but one group of restaurants does it with more intensity than the other. The study also explored how these two approaches differ in terms of other variables, such as Michelin Guide awards, organizational characteristics, and performance. Through the identification of the different clusters of haute cuisine restaurants, it was revealed that haute cuisine chefs can choose different strategies for building organizational ambidexterity. Each organisation can use a different configuration of intellectual capital upon which to build ambidextrous capabilities.