Mindful ambidexterity: An ethnographic study of how managers navigate exploitation and exploration

Research output: Chapter in Book/Report/Conference proceedingConference proceeding contributionpeer-review

Abstract

Ambidextrous organizations outperform their peers, yet how ambidexterity is achieved in practice remains unclear. In light of this gap, we draw on a longitudinal ethnographic study of a service firm's pursuit of an ambidextrous strategy to ask: How do the social processes of collective mindfulness help managers to anticipate and contain the challenges and tensions inherent in pursuit of organizational ambidexterity? We extend understanding of the potential role played by collective mindfulness in navigating the logic contradictions and social tensions produced by the pursuit of ambidexterity. We highlight previously untheorized connections and propose “mindful ambidexterity” as a new qualitative construct.

Original languageEnglish
Title of host publicationAcademy of Management Proceedings
Place of PublicationBriarcliff Manor, NY
PublisherAcademy of Management
Number of pages6
Volume2020
DOIs
Publication statusPublished - 2020
Event80th Annual Meeting of the Academy of Management 2020: Understanding the Inclusive Organization, AoM 2020 - Virtual, Online
Duration: 7 Aug 202011 Aug 2020

Conference

Conference80th Annual Meeting of the Academy of Management 2020: Understanding the Inclusive Organization, AoM 2020
CityVirtual, Online
Period7/08/2011/08/20

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