Managers Explore and Exploit

9261 Words38 Pages
Organizational Ambidexterity in Action: How Managers Explore and Exploit Author(s): Charles A. O'Reilly III and Michael L. Tushman Reviewed work(s): Source: California Management Review, Vol. 53, No. 4 (Summer 2011), pp. 5-22 Published by: University of California Press Stable URL: http://www.jstor.org/stable/10.1525/cmr.2011.53.4.5 . Accessed: 27/11/2011 04:22 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at . http://www.jstor.org/page/info/about/policies/terms.jsp JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase…show more content…
In this view, dynamic capabilities are embedded in organizational processes or routines around coordination, learning, and transformation and allow a firm to sense opportunities and then to seize them by successfully allocating resources, often by adjusting existing competencies or developing new ones. These capabilities underpin the organization’s ability to maintain ecological fitness and, when necessary, to reconfigure existing assets and develop the new skills needed to address emerging threats and opportunities The Roots of Organizational Ambidexterity O’Reilly and Tushman argue that the ability of a firm to be ambidextrous is at the core of dynamic capabilities. Ambidexterity requires senior managers to accomplish two
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