Annika Engström

Identifying Scenarios for Ambidextrous Learning in a Decoupling Thinking Context

The human perspective and the flow perspective of businesses represent two areas of competence that study similar systems but with different frame of references. The human perspective involves ambidextrous learning that concerns how knowledge is developed and used for different purposes by individuals or groups of individuals. The development of knowledge for new situations is referred to as ‘exploration’, while ‘exploitation’ refers to execution in known and stable contexts. Furthermore, decoupling thinking is important from a flow perspective and concerns how a value-delivery package is created. This type of thinking decouples the flow perspective into segments with different characteristics that are significant for process management. The examples presented in this paper are distinctive drivers of flow in terms of speculation or commitment, and the level of customisation. By combining these two perspectives, a set of 15 scenarios is identified for further research on ambidextrous learning in a decoupling thinking context.

A Framework for Task-Based Ambidexterity in Manufacturing SMEs

To be competitive, it is important for companies to create a breeding ground for innovation without jeopardizing productivity. The challenge posed by industrial companies and the innovation research community is how to promote innovation while achieving efficient execution. The ability to balance execution and innovation is referred to as organizational ambidexterity (OA), which includes several dimensions, concepts and approaches where a central task can be identified. The purpose of this paper is to investigate what consequences result from different dimensions of a task in relation to the types of its actions, and their effects on OA. The focus of the task is firstly investigated, followed by the development of nine scenarios via combining the designers’ and the performers’ perspectives of the task. A brief analysis of the scenarios indicates that there is no single optimal scenario; rather, the scenarios represent different states that are appropriate for certain conditions, and dynamic adaptation should be encouraged in relation to the changing conditions. This type of dynamics is particularly expected to prevail in small and medium-sized enterprises (SME) because the roles that are responsible for tasks in these organizations are less specialized. Therefore, SMEs must define tasks that include both explorative and exploitative parts, either simultaneously or sequentially, to stimulate employees to work ambidextrously and thereby develop the concept of task-based ambidexterity.