Examining the Role of Culturally-Driven Schemata and Modes of Learning in Ambidexterity Development in Organizations
Nicole C. Jackson, Ph.D.

This paper examines how organizations and their leaders can build for ambidexterity (i.e., exploitation and exploration) as form of organizational development and learning practice through the use of cultural schemata. While much of the literature on organizational ambidexterity has traditionally taken a structural approach, examining how forms of exploitation and exploration can be allocated in organizations through resources, departments, and units, there is an increasing interest to understand the interplay between individual strategic choices that build for ambidextrous firms, and how they interface with contextual approaches in ambidexterity, where the firm’s culture is leveraged to enable the learning of exploitation and exploration differently. To address this issue, this paper introduces a conceptual model and framework that explores how culturally-driven schemata affect the generation, assimilation, and the use of knowledge for exploration and exploitation purposes along with their management implications.

Full Text: PDF     DOI: 10.15640/smq.v5n3_4a1