Contextual ambidexterity in the development of an R&D oriented company

Abstract

This study focuses on the concept of “contextual ambidexterity,” examining, from a long-term perspective, what can be achieved while simultaneously pursuing “exploration” and “exploitation” as well as the dynamic organizational adaptation that makes this possible. A leading R&D-oriented company is analyzed as an example, and the results are used to elucidate the role of top management in enabling simultaneous performance management and social support as well as the behavioral patterns of the employees working under them.