Changing Forms of Organizing

This chapter charts the evolution of organizing forms, in particular the nature and scope of exploration and exploitation as complementary forces stimulating change and continuity. The chapter contextualizes the emergence of ambidexterity as the capacity to both use and refine existing knowledge while also creating new knowledge. Further, ambidexterity capability may be leveraged through a duality-based organizing forms architecture, providing the means for enabling organizations to explore and exploit with equal success. Finally, the chapter highlights how ambidexterity capability introduces a unique process view of the explore—exploit tension that draws on duality theory as an explanatory framework.

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