How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives

Birkinshaw, J, Zimmerman, A and Raisch, S (2016) How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives. California Management Review, 58 (4). pp. 36-58. ISSN 0008-1256

Abstract

This article develops a conceptual integration of the dynamic capabilities and ambidexterity perspectives in order to understand how firms adapt to discontinuous change. Based on three illustrative case studies, it demonstrates that it is not possible to identify a universal set of dynamic capabilities. Rather, the distinct set of capabilities required depends on which of three modes of adaptation (structural separation, behavioral integration, or sequential alternation) has been prioritized. This article contributes a contingency perspective to dynamic capability research and offers guidance to managers about the alternative approaches they could take when seeking to adapt to environmental discontinuities.

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Item Type: Article
Subject Areas: Strategy and Entrepreneurship
Subjects: S > Structural changes
Date Deposited: 12 Oct 2017 15:07
Last Modified: 01 Apr 2019 11:13
URI: http://lbsresearch.london.edu/id/eprint/900
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