Simultaneously developing new organizational capabilities and efficiently deploying existing ones.
The term ambidexterity refers to the organizational coupling of the two learning modes of exploration (creation of new knowledge, innovation) and exploitation (deployment of existing knowledge, efficiency). Mastering the challenge of exploring new capabilities while simultaneously exploiting existing ones enables firms to prevent that core capabilities of today become outdated and turn into tomorrow’s core rigidities and preserves organizational agility even in volatile markets. Research in the Center for Capability Development and Ambidexterity analyzes strategies that firms use to stay competitive in the long run and to proactively shape their environments.
Institute of Leadership and Change Management
"Organizational path development in the context of digital transformation"
(OeNB Anniversary Fund Project No. 18133)
- Establishment of new business units and development of new skills to meet current challenges
- Breaking existing paths to generate innovation
- Cooperation with Rosenbauer, Palfinger, KTM, Würth and Kraftwerk
Our projects focus on organizational challenges of developing new capabilities and managing the balance between exploration and exploitation. We trace past processes/projects and historical developments with the aim of identifying patterns that stimulate organizational learning.