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Rethinking contextual ambidexterity through parallel structures
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DOI：10.1111/radm.12402.png)
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Abstract
En 中文
This paper offers an alternative perspective on achieving contextual ambidexterity in organizations. Building on a collaborative research project within Renault's Innovation Department, we identified that the corporate Fab Lab acted as a parallel structure in support of contextual ambidexterity. These findings provide three main contributions. First, we locate a source of contextual ambidexterity outside of the traditional business unit. In doing so, we challenge the dominant focus on managers, and show that, despite non-supportive contexts, employees can demonstrate ambidextrous skills through individual autonomous initiatives and bootlegging behaviors. Second, we delineate four key functions and related features - spatial, technical, methodological, and cultural - of parallel structures that nurture contextual ambidexterity. Finally, we recommend that the facilitation of a parallel structure should combine both flexibility and stability.
Keywords:
EXPLORATION
EXPLOITATION
MANAGEMENT
ORGANIZATIONS
INNOVATION
MODEL
KNOWLEDGE
PRODUCT
PERSPECTIVE
TRANSITION
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