THE COLLABORATIVE, AMBIDEXTROUS ENTERPRISE

Abstract

This article aims to advance our understanding of the organizational prerequisites of ambidexterity. Ambidexterity is the ability simultaneously to exploit existing capabilities and to explore new opportunities. Prior research suggests that ambidexterity requires a strong bond of trust among the relevant actors. However, trust can also stifle innovation. We resolve this contradiction by developing a typology of trust, differentiating the traditionalistic (clan) type from the charismatic, contractual, and collaborative types, and we show how this last, collaborative type supports ambidexterity by its distinctive values (based on contribution to a shared purpose), norms (based on interdependent process management), and congruent authority and economic systems. We illustrate our argument with a case study of Kaiser Permanente, a large health system in the USA.