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How Knowledge Seeking in Individual Ambidexterity can be Managed to Overcome the Limitations of Organizational Ambidexterity

Yan Xiao, Riga Wu

Abstract


Researchers have verified the significant effects of organizational ambidexterity on the long-term development of firms. To understand knowledge accumulation and how it fosters performance, recent researchers have shifted their focus from organizational ambidexterity to individual ambidexterity. They have investigated knowledge accumulation, knowledge flow practices of top-down/bottom-up/horizon, knowledge flowing of seeking and offering in individual ambidexterity, however few researches have paid particular attention to knowledge seeking process in individual ambidexterity. Thus, based on their research trend, this paper investigates knowledge seeking process in individual ambidexterity and discusses such suggestions’ significances for overcoming limitations of organizational ambidexterity. Our aim is to draw the attention of managers to the contribution of employee (individual) ambidexterity to organizational ambidexterity. Particularly, it suggests four types of knowledge seeking process and each has two stages: Stage 1(core)+Stage 2(outside → own), Stage 1 (core)+Stage 2(outside → others), Stage 1 (core)+Stage 2(core → own), Stage 1(core)+Stage 2(core → outside). This suggestion makes management for organizational ambidexterity more flexible and requires less coordination work from top management.

Keywords


Exploration; Exploitation; Ambidexterity

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References


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DOI: http://dx.doi.org/10.18686/mmf.v6i2.4155

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