Abstract: The ability of organizations to explore and exploit continues to inspire much research on organizational ambidexterity. With increasing sophistication empirical studies reveal the interplay of various organizational factors that allow firms to pursue incremental and discontinuous innovation simultaneously. However research on the roles of important contingencies which limit organizations freedom of choice to pursue ambidexterity remains scarce. This study focuses on the important contingency of customers and brands. Positioning theory suggests focusing on the exploitation of one core brand positioning, while markets often require firms to explore emerging needs of alternative segments simultaneously. In-depth case analysis building on archival and interview data of four leading apparel brands (Carhartt, ONeill, Quicksilver and Timberland) allow for conceptualizing how companies achieve ambidextrous competitive positioning through six different approaches.

Abstract: As recent discussions show, many studies in leadership research are not clear about which levels they address. We use the field of ambidextrous leadership, which by definition aims to achieve the corporate output on organizational macro-level through leadership behavior on the micro-level to show how a micro-macro model can help to systematize level-specific research. Therefore, we adapt the model of Coleman and conduct a meta-review for analyzing which levels have been treated in ambidextrous leadership research so far. We discover how research reflects the different levels in the current academic debate of ambidextrous leadership. In addition, the meta-review identifies new areas for future research. Based on these findings, we develop a research agenda that provides a basis for systematizing leadership research on different levels.

Abstract: Organizational Ambidexterity is a source of competitive advantage, which secures the present and prepares the future of a firm. In this paper based on empirical qualitative case based inductive study we explore the phenomenon of organizational ambidexterity in growing new venture context. The findings indicate that the top management team’s ambidextrous abilities and orientation (which in turn influences their actions and behaviours) is an important antecedent of organizational ambidexterity in new ventures. TMT ambidexterity influences, the context designed to facilitate and promote both exploration and exploration activities across the organization leading to creation of a mutually reinforcing link between both these activities at multiple levels of the organization resulting in attainment and maintenance of organizational ambidexterity in new ventures.

Abstract: An implicit prerequisite for advanced theory-building in strategic entrepreneurship is an understanding of how firms organize both exploration and exploitation activities, and yet exploration strategies remain conceptually vague with unclear performance implications. We break from tradition and consider how similarities between exploration and exploitation provide a basis for integrating theories of organization and entrepreneurship and clarifying these strategies. We develop and test a theory of entrepreneurial integration, using 36 years of patent data for seventeen firms in the medical device industry. We find that innovation performance is linked to the strategic combinations of opportunities that firms pursue.