Organizational ambidexterity and effectiveness a case study of public urban transport at Ahmedabad Municipal Corporation

Abstract

quotThe purpose of this research was to explore the nature of Organizational Ambidexterity (OA) and its links with Organizational Effectiveness (OE). The study based on 23 interviews, 14 observations of meetings, four field visits, three focus groups, analysis of over 200 news items and internal documents suggested that OA is an organization s ability to make a dynamic combination of structural, contextual and behavioral arrangements to address the tensions created by the need to simultaneously pursue contradictory goals and activities. Divergence and convergence of the key stakeholder interests triggered multiple tensions to which the organization and its members responded. Avoidance and trade-off were found to be linked to less effective outcomes. OA appeared to help manage the tensions for greater effectiveness. Fear of failure and the absence of, or weak processes of training, trust, and openness in work relations and teamwork seemed to lead to lesser effectiveness. OA appeared to unfold in degrees and not in a binary fashion. Metaroles taken by individuals and institutionalization of ambidextrous performance seemed to lead to greater effectiveness.quot newline newline