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Dear colleagues,

Perhaps some of you can help me with the following issue:

Within the framework of ambidexterity, many researchers have recommended that practitioners simultaneously enact seemingly opposing strategies (e.g., delegative vs. participative leadership; exploration vs. exploitation; diversity vs. homogeneity) within the same system. A problem in this regard may be that practitioners might, on the one hand, perceive these strategies as contradictory and, on the other hand, might deem them difficult to combine at an action level. Is this really so and, if it is, why? Can anyone suggest some recent publications that deal with these two questions?

Many thanks,

Diether

__________________

Prof. Dr. Diether Gebert

<st1:place w:st="on"><st1:city w:st="on">Technical University</st1:city> <st1:state w:st="on">Berlin</st1:state></st1:place>

Faculty of Economics and Management

Wilmersdorfer Str. 148

10585 Berlin

Germany

Phone: +49-30-314 21 725

Fax:     +49-30-314 21 787

E-mail: Diether.Gebert@tu-berlin.de

Mike Tushman at HBS has an ROB piece in press on the topic.

Dear colleagues,

Perhaps some of you can help me with the following issue:

Within the framework of ambidexterity, many researchers have recommended that practitioners simultaneously enact seemingly opposing strategies (e.g., delegative vs. participative leadership; exploration vs. exploitation; diversity vs. homogeneity) within the same system. A problem in this regard may be that practitioners might, on the one hand, perceive these strategies as contradictory and, on the other hand, might deem them difficult to combine at an action level. Is this really so and, if it is, why? Can anyone suggest some recent publications that deal with these two questions?

Many thanks,

Diether

__________________

Prof. Dr. Diether Gebert

<st1:place w:st="on"><st1:city w:st="on">Technical University</st1:city> <st1:state w:st="on">Berlin</st1:state></st1:place>

Faculty of Economics and Management

Wilmersdorfer Str. 148

10585 Berlin

Germany

Phone: +49-30-314 21 725

Fax:     +49-30-314 21 787

E-mail: Diether.Gebert@tu-berlin.de

Diether,

You may want to look into the book, The Opposable Mind by Roger Martin published by the Harvard University Press.

Baba

Dear colleagues,

Perhaps some of you can help me with the following issue:

Within the framework of ambidexterity, many researchers have recommended that practitioners simultaneously enact seemingly opposing strategies (e.g., delegative vs. participative leadership; exploration vs. exploitation; diversity vs. homogeneity) within the same system. A problem in this regard may be that practitioners might, on the one hand, perceive these strategies as contradictory and, on the other hand, might deem them difficult to combine at an action level. Is this really so and, if it is, why? Can anyone suggest some recent publications that deal with these two questions?

Many thanks,

Diether

__________________

Prof. Dr. Diether Gebert

<st1:place w:st="on"><st1:city w:st="on">Technical University</st1:city> <st1:state w:st="on">Berlin</st1:state></st1:place>

Faculty of Economics and Management

Wilmersdorfer Str. 148

10585 Berlin

Germany

Phone: +49-30-314 21 725

Fax:     +49-30-314 21 787

E-mail: Diether.Gebert@tu-berlin.de

Diether,

You might want to check Charles Handy's 1998 book the "Age of Unreason".  He covers some very interesting issues there. 

Thanks,

Ivan

Diether,

You may want to look into the book, The Opposable Mind by Roger Martin published by the Harvard University Press.

Baba

Dear colleagues,

Perhaps some of you can help me with the following issue:

Within the framework of ambidexterity, many researchers have recommended that practitioners simultaneously enact seemingly opposing strategies (e.g., delegative vs. participative leadership; exploration vs. exploitation; diversity vs. homogeneity) within the same system. A problem in this regard may be that practitioners might, on the one hand, perceive these strategies as contradictory and, on the other hand, might deem them difficult to combine at an action level. Is this really so and, if it is, why? Can anyone suggest some recent publications that deal with these two questions?

Many thanks,

Diether

__________________

Prof. Dr. Diether Gebert

Technical University Berlin

Faculty of Economics and Management

Wilmersdorfer Str. 148

10585 Berlin

Germany

Phone: +49-30-314 21 725

Fax:     +49-30-314 21 787

E-mail: Diether.Gebert@tu-berlin.de

---

From: Organizational Behavior Division Listserv [mailto:OB@AOMLISTS.pace.edu] On Behalf Of Prof. Dr. D. Gebert
Sent: Thursday, February 28, 2008 3:53 AM
To: OB@AOMLISTS.pace.edu
Subject: Ambidexterity

 

Dear colleagues,

 

Perhaps some of you can help me with the following issue:

 

Within the framework of ambidexterity, many researchers have recommended that practitioners simultaneously enact seemingly opposing strategies (e.g., delegative vs. participative leadership; exploration vs. exploitation; diversity vs. homogeneity) within the same system. A problem in this regard may be that practitioners might, on the one hand, perceive these strategies as contradictory and, on the other hand, might deem them difficult to combine at an action level. Is this really so and, if it is, why? Can anyone suggest some recent publications that deal with these two questions?

 

Many thanks,

 

Diether

 

 

__________________

Prof. Dr. Diether Gebert

<st1:place w:st="on"><st1:city w:st="on">Technical University</st1:city> <st1:state w:st="on">Berlin</st1:state></st1:place>

Faculty of Economics and Management

Wilmersdorfer Str. 148

10585 Berlin

Germany

Phone: +49-30-314 21 725

Fax:     +49-30-314 21 787

E-mail: Diether.Gebert@tu-berlin.de