How Do Firms Adapt to Discontinuous Change? BRIDGING THE DYNAMIC CAPABILITIES AND AMBIDEXTERITY PERSPECTIVES

被引：196
|
作者：
Birkinshaw, Julian [1 ,2 ]
Zimmermann, Alexander [3 ,4 ]
Raisch, Sebastian [5 ,6 ]
机构：
[1] London Business Sch, Strategy & Entrepreneurship, London, England
[2] London Business Sch, Deloitte Inst, London, England
[3] Univ St Gallen, Inst Management, Org & Strateg Management, St Gallen, Switzerland
[4] Univ St Gallen, Ctr Org Excellence, St Gallen, Switzerland
[5] Univ Geneva, Strategy, CH-1211 Geneva 4, Switzerland
[6] Univ Geneva, Geneva Sch Econ & Management, CH-1211 Geneva 4, Switzerland
来源：
CALIFORNIA MANAGEMENT REVIEW | 2016年 / 58卷 / 04期
关键词：
Case Study; Management Styles; Organizational Design; Innovation; Creative Collaboration; Entrepreneurship; Crowdsourcing; Data Bases; Business-Government Relations; ORGANIZATIONAL AMBIDEXTERITY; OPERATIONAL CAPABILITIES; ANTECEDENTS; EXPLOITATION; EXPLORATION; FIELD;
D O I：
10.1525/cmr.2016.58.4.36
中图分类号：
F [经济];
学科分类号：
02 ;
摘要：
This article develops a conceptual integration of the dynamic capabilities and ambidexterity perspectives in order to understand how firms adapt to discontinuous change. Based on three illustrative case studies, it demonstrates that it is not possible to identify a universal set of dynamic capabilities. Rather, the distinct set of capabilities required depends on which of three modes of adaptation (structural separation, behavioral integration, or sequential alternation) has been prioritized. This article contributes a contingency perspective to dynamic capability research and offers guidance to managers about the alternative approaches they could take when seeking to adapt to environmental discontinuities.
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页码：36 / 58
页数：23
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