Ambidexterity in an interorganizational context
Type de matériel :
TexteLangue : français Détails de publication : 2018.
Ressources en ligne : Abrégé : The complexity of managing companies exposes managers to paradox, especially when seeking a balance between exploration and exploitation in innovation. The issue has been studied by way of the concept of ambidexterity, leaving a gap in the literature: the practices implemented by managers in interorganizational relations. Based on case studies of alliances, we identify three managerial roles: Handyman/handywoman, focusing on exploration; Manager, favoring exploitation; and Acrobat, maintaining a permanent balance between exploration and exploitation.
Nous n'avons pas d'exemplaire de ce document
44
The complexity of managing companies exposes managers to paradox, especially when seeking a balance between exploration and exploitation in innovation. The issue has been studied by way of the concept of ambidexterity, leaving a gap in the literature: the practices implemented by managers in interorganizational relations. Based on case studies of alliances, we identify three managerial roles: Handyman/handywoman, focusing on exploration; Manager, favoring exploitation; and Acrobat, maintaining a permanent balance between exploration and exploitation.
Réseaux sociaux