Abstract:
To remain competitive organisations, need to exploit their existing capabilities and
knowledge bases to ensure efficiency. But, in dynamic and competitive environments
the firm must also innovate, exploring new capabilities and knowledge to renew. The
survival of the firm, in the long term, depends on its ability to achieve ambidexterity, to
successfully achieve both activities; reconciling the dilemma of exploitation (efficiency)
and exploration (innovation). Individual organisational actors are increasingly
recognised as a significant source of organisational ambidexterity. Despite its
importance managerial ambidexterity remains a fragmented and incompletely
understood phenomenon in academic literature. This study examined how the individual
manager can best resolve the dilemma of exploitation versus exploration; namely, should
it be a balance through trade-off or a paradoxical combination.
A qualitative, exploratory research study was conducted to examine the lived experience
of the individual managersÕ quandary of balancing exploitation and exploration. Eighteen
semi-structured, in-depth face to face interviews were conducted with Senior and Middle
Managers. Participants were from two Multi-National Enterprises known for excelling in
both exploitation and exploration globally and operating in the industrials sector, within
the South African context. Each interview was analysed using combined inductive and
deductive thematic content and frequency analysis techniques.
The research identifies a holistic view of the multi-level factors that enable and inhibit
individual managers ability to perform exploitation and exploration separately and as
combined activities. A process of dynamic sense making is identified with managers
resolving the tension of simultaneous demands for exploitation and exploration through
dynamic self-adjustment. Managers use a combination of synthesis, temporal cycling
and spatial delegation mechanisms to achieve managerial ambidexterity. The core
competencies identified as necessary namely, problem solving leading to change
management, team leadership, influence and persuasion and emotional intelligence are
key elements in the process model.
