STERLING, SAMANTHA,LEE (2022) The How and Why of Organisational Ambidexterity: a comparative analysis of multinational organisations. Doctoral thesis, Durham University.
|PDF - Accepted Version |
Available under License Creative Commons Attribution 3.0 (CC BY).
Organisational ambidexterity has been shown to improve organisational outcomes by almost every measure. Unfortunately, becoming ambidextrous is notoriously difficult. This research leverages extensive privileged access to conduct a comparative analysis of established, multinational organisations and finds evidence that ambidexterity is not a singular capability, but rather a composite of multiple attributes within an organisation, which must not only be implemented, but also enabled through key organisational features. A new measure of ambidexterity is also proposed which improves relevancy in a practitioner context.
|Item Type:||Thesis (Doctoral)|
|Award:||Doctor of Business Administration|
|Keywords:||ambidexterity, innovation, organisational ambidexterity, organisational performance, organisational longevity|
|Faculty and Department:||Faculty of Business|
|Copyright:||Copyright of this thesis is held by the author|
|Deposited On:||15 Dec 2022 12:01|