Sequences of Learning Types for Organizational Ambidexterity

Authors

Russell J. Seidle, Suffolk University

Files

Document Type

Article

Publication Title

The Center for Innovation and Change Leadership's Practitioner Paper Series

Abstract

Ambidexterity involves strategies for effectively managing the inherent tensions between short-term stability and long-term investments, a challenge known as the exploitation-exploration paradox. Despite the acknowledged importance of learning in the context of ambidexterity, there is a limited understanding of how various forms of organizational learning are employed over time in projects focused on either exploitation or exploration. This gap in knowledge is significant because the timing and sources of knowledge acquisition that support innovation can significantly impact the success of an ambidextrous approach. In essence, ambidexterity not only requires balancing the conflicting demands of exploitation and exploration but also necessitates the integration of both internal and external knowledge sources.

Publisher

Suffolk University

City

Boston

Publication Date

2023

Comments

The original research is published in: Seidle, R.J. (2019), "Sequences of learning types for organizational ambidexterity", The Learning Organization, Vol. 26 No. 4, pp. 381-396.https://doi.org/10.1108/TLO-06-2018-0111.

Recommended Citation

Seidle, Russell J., "Sequences of Learning Types for Organizational Ambidexterity" (2023). Practical Insight Series. 3.
https://dc.suffolk.edu/ciclseries/3

Creative Commons License

This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License