Key enabling factors for organizational ambidexterity in the public sector
2017 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 9, no 1, 2-20 p., IJQSS-04-2016-0038Article in journal (Refereed) Published
Purpose – The capability of an organization to perform not only incremental quality improvements to the existing processes and products but also innovative or radical improvements that explore new opportunities is referred to as organizational ambidexterity. Research indicates that the long-term success of organizations demands a dynamic balancing of and excelling at both perspectives. However, there is considerably less clarity as regards how this can be achieved. The purpose of this paper is to empirically explore enabling factors for organizational ambidexterity in the public sector.
Design/methodology/approach – This study is a qualitative study based on interviews with managers at two public organizations in Sweden. The analysis is conducted using a soft system methodology.
Findings – Nine enabling factors for organizational ambidexterity are identi ed and presented in two pictures inspired by the Soft System Methodology. The study indicates that it above all is important to create leeway for exploration to achieve organizational ambidexterity in the public sector. The study strengthens the belief that some quality movement values and tools can be considered important, whereas others can counteract the ability to achieve organizational ambidexterity in public administration.
Practical implications – Practitioners and scholars can use the identi ed enablers and the Soft System Methodology presented in this study to examine and develop the organizational ambidexterity of other public organizations. Originality/value – This study explores empirically the concept of ambidexterity in the public sector, a perspective that few previous scholars have studied.
Place, publisher, year, edition, pages
2017. Vol. 9, no 1, 2-20 p., IJQSS-04-2016-0038
Innovation, Exploration, Quality management, Exploitation, Customer value, Organizational ambidexterity
IdentifiersURN: urn:nbn:se:miun:diva-30514DOI: 10.1108/IJQSS-04-2016-0038ScopusID: 2-s2.0-85015777133OAI: oai:DiVA.org:miun-30514DiVA: diva2:1085473