How strategic planning hinders and helps organisational ambidexterity | The Oxford Review - OR Briefings

How strategic planning hinders and helps organisational ambidexterity

Research Briefing

Keywords: organisational ambidexterity, strategic planning, perceptions of uncertainty, leaders’ innovation orientation, innovation, exploitation, exploration, tolerance of uncertainty, uncertainty, ambiguity

One of the more recent research-based understandings about organisational success centres on the idea of organisational ambidexterity or the ability of an organisation simultaneously to both exploit its current products, processes, resources and systems and to explore and create new products, processes, resources and systems. Over the last 10 years there has been a plethora of research showing that organisational ambidexterity is a key determinant of short, medium and long-term performance.

Due to the strength of findings about the impact of organisational ambidexterity on organisational performance and the ability to both create and keep up with external changes, there is currently a significant research drive to find the predictors of organisational ambidexterity.

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