Organizational ambidexterity: a dual approach to value creation

Organizational ambidexterity emerges as a design model for dual organizational structures for innovation, to improve the company's innovative capabilities. Hence, an ambidextrous organization is conceived as one that can explore new opportunities while, at the same time, exploiting its current...

Full description

Autores:
Lastre Sierra, Hassir
Barrón Villaverde, Diana
Ruiz Molina, Antonio
Tipo de recurso:
Part of book
Fecha de publicación:
2023
Institución:
Universidad EAN
Repositorio:
Biblioteca Digital Minerva - Repositorio EAN
Idioma:
spa
OAI Identifier:
oai:repository.universidadean.edu.co:10882/13097
Acceso en línea:
http://hdl.handle.net/10882/13097
Palabra clave:
Exploración
Explotación
Innovación
Creación de valor
Ambidestreza organizacional
Gestión de proyectos
Project management
Organizational ambidexterity
Exploration
Exploitation
Innovation
Value creation
Administración de proyectos
Técnicas administrativas
Estructura organizacional
Innovaciones tecnológicas
Mejoramiento de procesos
Dirección de proyectos
Técnicas administrativas
Rights
License
http://creativecommons.org/licenses/by-nc-nd/2.5/co/
Description
Summary:Organizational ambidexterity emerges as a design model for dual organizational structures for innovation, to improve the company's innovative capabilities. Hence, an ambidextrous organization is conceived as one that can explore new opportunities while, at the same time, exploiting its current business. In this sense, this work presents a theoretical- conceptual perspective on organizational ambidexterity and its relationship with value creation. For this, a bibliographic review was carried out around a sample of 495 documents extracted from Scopus and from there, it is highlighted, among others, that organizational ambidexterity triggers the creation of a differentiated value for consumers, thanks to innovation, the exploration of new opportunities and the inclusion of new technologies.