Organisational Ambidexterity and Strategy

Auteur

Imo Enang is a seasoned executive with more than 15 years of work experience in sectors such as FMCG, Banking, Academia, and Management Consulting. He has worked across Europe, the Middle East, and Africa, serving in diverse capacities comprising Commercial Operations, Strategic Marketing, as well as Strategic Operations and Organizational Design, which is at the core of his professional doctorate in Warwick Business School in the United Kingdom.

John M. Rudd is Professor of Marketing and Head of the Marketing Group at Warwick Business School. He serves on the Editorial Boards of the European Journal of Marketing and the Journal of Marketing Theory and Practice and has received numerous awards for teaching on undergraduate, postgraduate, and executive courses, and consults widely with large organizations and start-up organizations on marketing and strategic matters.

Résumé
The primary purpose of this book is to close gaps in the understanding of Organisational Ambidexterity Implementation (OAI) and its relationship with Organisational performance. It identifies key components crucial for successful OAI, including dynamic capabilities, organisational culture, organizational design and market orientation.

Contenu

Chapter 1. Introduction Chapter 2. The Concept of Organizational Ambidexterity (OA) Chapter 3. Organizational Ambidexterity as a Strategy Chapter 4. Organizational Ambidexterity and Organizational Culture Chapter 5. Organisational Ambidexterity in Turbulent Markets Chapter 6. Integrated Discussion and Overview Chapter 7. Conclusion and Recommendations