Abstract
Purpose This paper aims to discuss the concept of organizational ambidexterity and how to manage the process of becoming and being an ambidextrous organization. Design/methodology/approach This paper presents the insights drawn from a set of in-depth case studies on managing organizational ambidexterity. Findings Organizational ambidexterity is facilitated by an ambidextrous top-management team, and some of the mechanisms used to balance organizational ambidexterity are ambidextrous posturing of the top management, having innovation and efficiency champions across the hierarchy, adopting a portfolio- approach, and linking efficiency-activities and innovation-activities. Practical implications Practicing managers of both large organizations and start-up firms can use the normative guideline suggested in this paper if they are attempting to balance efficiency and innovation activities. Originality/value This papers provides granular insights on how to manage organizational ambidexterity based on experiences of organizations which have been successful in their attempt to be ambidextrous.
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