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Organizational Ambidexterity: Antecedents, Outcomes, and Moderators

University of St. Gallen, Institute of Management, Dufourstrasse 40a, 9000 St. Gallen, Switzerland, sebastian.raisch{at}unisg.ch

Julian Birkinshaw

London Business School, Sussex Place, Regents Park, London NW1 4SA, United Kingdom

Organizational ambidexterity, defined as an organization's ability to be aligned and efficient in its management of today's business demands while simultaneously being adaptive to changes in the environment, has gained increasing interest in recent years. In this article, the authors review various literature streams to develop a comprehensive model that covers research into the antecedents, moderators, and outcomes of organizational ambidexterity. They indicate gaps within and across different research domains and point to important avenues for future research.

Key Words: ambidexterity • change • exploitation • exploration • innovation • learning

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