Organisational Ambidexterity

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Organisational Ambidexterity
scott, Member
Hello, first of I want to say this is a fantastic forum.
I am starting to write my final thesis and I would have some questions. Any help or suggestions are very welcome.
I'm not absolutely sure now, but the title should be: "The role of the top management in the innovation process within the framework of organisational ambidexterity - A critical analysis of exploitation and exploration!"
As a theory I would concentrate on J. March, Cyert and March, Raisch and Birkinshaw, Konlechner & Güttel, O'Reilly and Tushman, Smith and Tushman, Gibson and Birkinshaw.
Are there any other important names I don't have yet? The questions is to examine the TMT`s role within the organisational ambidexterity. Does anyone have any good questions that I could try to answer in my final thesis?
Thank you very much, I appreciate it a lot. 		 

 
Ambidexterity
Joachim Hafkesbrink, Member
Mom / van den Bosch / Volberda for instance.
  

 
Your Question on Top Management Ambidexterity
Joachim Hafkesbrink, Member
Cao, Q., / Simsek, Z. / Zhang, H. 2010: Modelling the Joint Impact of the CEO and the Top Management on Organizational Ambidexterity, in: Journal of Management Studies, volume 47, issue 7, S. 1272–1296.
Simsek, Z. 2009: Organizational Ambidexterity: Towards a Multilevel Understanding, in: Journal of Management Studies 46 (2009), S. 597-624.
Lubatkin, M.H. / Simsek, Z. / Ling, Y. / Veiga, J.F. 2006: Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration, in: Journal of Management, 32 2006, S. 646-672.
Jansen, J. / Vera, D. / Crossan, M. 2009: Strategic Leadership for Exploration and Exploitation: The Moderating Role of Environmental Dynamism, in: The Leadership Quarterly 20 (2009), S. 5–18.
Pandey, S. / Sharma, R.R.K. 2009: Organizational Factors for Exploration and Exploitation: A Conceptual Review. Global Business and Management Research: An International Journal 2009, vol. 1, 2009, S. 1 -18.
  

 







 

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