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عمومی::
دوسوتوانی، دوسو توانی
Figure I.II.1 Current Role of L&D Experts in Ambidexterity 120
Figure I.II.2 What Should the Learning and Development Community do to Support Ambidexterity in Organizations?
Ambidexterity - the use of both hands at first sounds odd to a business professional.
However, as anyone who has ever been assigned to the running of exploration projects in large organizations can attest to, the challenges of ambidexterity are very real for both organizations and the individual leaders.
This is what ambidexterity feels like - literally, as a first-hand experience.،Ambidexterity scholars, for instance, explore underlying ten- sions associated with innovation (Andriopoulos & Lewis, 2009) and call for firms and their lead- ers to engage in exploration and exploitation simultaneously (Tushman & O'Reilly, 1996).
In contrast, recent ambidexterity research has adopted a paradox lens, stressing that overall organizational success depends on exploring and exploiting simultaneously (Gibson & Birkin- shaw, 2004; O'Reilly & Tushman, 2008; Raisch & Birkinshaw, 2008).
Ambidexterity creates demands for senior lead- ership to support these contradictory strategies simultaneously (Smith & Tushman, 2005).
Exploitation- exploration tensions and organizational ambidexterity: Managing paradoxes of innovation.
A dialectic perspective on innovation: Conflicting de- mands, multiple pathways, and ambidexterity.
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