Ambidexterity deconstructed: a hierarchy of capabilities perspective

Purpose – The aim of this paper is to deconstruct the organizational capability of ambidexterity into a typology of hierarchical dimensions that includes each type’s enabling mechanisms and capabilities. Design/methodology/approach – This work reviews and integrates extant literature on ambidexterity and the hierarchy of capabilities to distinguish dimensions of ambidexterity and link each type to capabilities identified in prior research. Findings – A hierarchy involving zero-, first- and second-order ambidexterity is developed. Mechanisms and capabilities for creating and sustaining each type of ambidexterity are described. Research limitations/implications – As only an initial and conceptual foray toward the purpose stated above, this research does not attempt to argue a comprehensive theoretical framework. Nor does it intend to extend or propose new theory regarding the origins of ambidexterity capabilities or the specific causal relationships between them. Practical implications – Although prior literature emphasizes approaches for achieving and maintaining ambidexterity, these generally refer to what is described here as zero-order ambidexterity. The hierarchical and holistic system view offered in this research suggests greater importance for second-order ambidexterity and capabilities of top managers for exercising cognitive, behavioral and process leadership complexity. Originality/value – Recent literature on ambidexterity begins to suggest varied types or levels of ambidexterity. No known work, however, has expressly deconstructed ambidexterity into component dimensions via the hierarchy of capabilities framework.