How to Adapt to Discontinuous Change? : Bridging Dynamic Capabilities and Ambidexterity Perspectives
Type
conference paper
Date Issued
2015-08-11
Author(s)
Abstract
Two important perspectives for understanding how firms adapt to discontinuous change are dynamic capabilities and ambidexterity. In this paper we put forward a conceptual integration of these two perspectives, and we use in-depth case studies of three large firms to illustrate our arguments. Our case studies suggest that it is not possible to identify a universal set of dynamic capabilities for adapting to change. Rather, we find that a distinct set of capabilities is seen depending on which of three modes of adaptation (structural separation, contextual integration, or sequential alternation) the firm has prioritized. These insights allow us to contribute a contingency perspective to dynamic capability research, and to offer guidance to managers about the alternative approaches they might take when seeking to adapt to discontinuities in their environment.
Language
English
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Responsible Corporate Competitiveness (RoCC)
Refereed
Yes
Publisher
Academy of Management
Start page
34
Event Title
75th Academy of Management Annual Meeting (AOM) 2015 "Opening Governance"
Event Location
Vancouver, British Columbia, Canada
Event Date
07.-11.08.2015
Subject(s)
Division(s)
Eprints ID
240319