Abstract
This study examines the effects of solar photovoltaics (PV) and the associated factors of technological innovation, and policy directives and tax incentives, on the U.S. electric utility market. The study also investigates the role of business model changes in response to the emergence of solar PV within investor-owned utility and electric cooperative organizations with Hawaii as illustrative of these changes. Hawaii can be used to examine how it is maintaining its core business while positioning for a changing and competitive environment. We draw on the theory of organizational ambidexterity (OA) to tackle the questions of how and why EUs are responding to these challenges. By building on contributions from Langley (1999), Weick (1995), and Maitlis (2005) a sensemaking strategy assessment is used to theory-build an integrative approach with Cameron’s (2006) Competing Values Framework and Richter’s (2011) EU business model to analyze and compare how EUs have adopted OA with solar PV between 2009 and 2014. This assessment generates a predictive and prescriptive tool that enables leaders to interpret how they have developed OA behaviors with solar energy with insights for next steps in responding to a changing, competitive environment.
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