Strategic Reorientation in Times of Economic Crisis: Operationalizing Ambidexterity in Dual-Use Tech

Abstract

The concept of ambidexterity and the mechanics of how explorative and exploitative activities are accomplished in dual-use technology organizations are studied in this paper. Ambidexterity has been addressed by numerous studies and in multiple contexts. There is, however; limited research on ambidexterity in dual-use technology organizations. This research studies the ambidextrous activities executed by dual-use organizations (Trimble, Raytheon, Texas Instruments and Rockwell Collins) under the economic crisis following the end of the cold war era. Because of uncertainties triggered by an economic crisis; firms develop strategic reorientation plans where numerous ambidextrous activities are executed. We uncovered acquisitions and divestitures of business units as the most frequently executed ambidextrous activities based on the organization’s strategic outcome. Some organizations rely mostly on exploration or exploitation alone, while others choose balanced approaches to ambidextrous activities; however, the execution of equal amounts of ambidextrous activities may not be feasible for defense and dual-use organizations.