Multilevel Ambidexterity in Team-based Organization: Results from a 4-year Research

Despite the number of research studies in the domain of organizational ambidexterity has grown during recent years, this topic remains still unfocused and limited due to a lack of more encompassing conceptual efforts. Drawing on our advanced understanding of the nature and micro-foundation of self-managing team-based organizations’ learning capabilities, outcome of a four-year study of hundreds of teams from a multinational company, we offer a framework that gives a more detailed and multilevel explanation of organizational ambidexterity. The framework can help scholars understand the foundations of organizational ambidexterity, while helping managers portray important strategic considerations and priorities to manage change in a very turbulent business environment