Exploit What You Explore : Process Models of Structural and Contextual Ambidexterity

Most scholars in the field of organizational ambidexterity have treated exploration and exploitation as static and unrelated activities. Conversely, following recent theoretical insights, this paper provides a longitudinal perspective on the evolution of structural and contextual ambidexterity. We adopted a longitudinal multiple case study research design to observe the organizational transformation processes from exploratory initiatives into exploitative businesses. Based on a sample of six new business initiatives at a leading global technology company, we reveal different triggers that induce exploratory initiatives to adjust their organization designs. Furthermore, we provide empirical evidence under what conditions these initiatives should rather apply structural or contextual mechanisms throughout this transformation process