This Article Full Text (OnlineFirst PDF) All Versions of this Article: 0149206308316058v1 34/3/375    most recent Alert me when this article is cited Alert me if a correction is posted Services Email this article to a friend Similar articles in this journal Alert me to new issues of the journal Add to Saved Citations Download to citation manager Request Permissions Request Reprints Add to My Marked Citations Citing Articles Citing Articles via Google Scholar Citing Articles via Scopus Google Scholar Articles by Raisch, S. Articles by Birkinshaw, J. Search for Related Content Social Bookmarking                         What's this?

Organizational Ambidexterity: Antecedents, Outcomes, and Moderators

^* To whom correspondence should be addressed. E-mail: Sebastian.Raisch{at}unisg.ch.

	Abstract

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.

First published on March 14, 2008, doi:10.1177/0149206308316058

Journal of Management 2008;34:375.

A more recent version of this article appeared on June 1, 2008


CiteULike    Complore    Connotea    Del.icio.us    Digg    Reddit    Technorati    Twitter    What's this?