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Essay / Research Paper Abstract
This 6 page paper examines the concept of organizational ambidexterity, looking at traditional structural ambidexterity and the model of contextual ambidexterity put forward by Birkinshaw and Gibson and looks at the degree to which Burberry are ambidextrous and looks at how they may develop a greater level of contextual ambidexterity. The bibliography cites 5 sources.
Page Count:
6 pages (~225 words per page)
File: TS14_TEburbamb.doc
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Unformatted sample text from the term paper:
in the existing competitive environment. If organizations are unable to change and adapt they are likely to ultimately fail, where as those organizations which are able to alter the strategies,
meet consumer demands and innovate in line with market trends are likely to have the highest level of success. Those organizations which are effective at competing in the current environment
and can also look to the future may be referred to as being ambidextrous. The concept of an ambidextrous organization is not new; the ability of the organization to focus
on two different aspects of business, currently in order to compete in the current market as well as look towards the future has been well established. Although Burberry has had
problems in the past, with the 1990s seen a firm fail to adapt and change as a result of the pressures in the environment, the organization has shifted its focus
in may be seen ambidextrous. Today the firm is competing effectively in the current environment with a number of sources of differentiation, but also has a large number of strategies
focusing on the future; not only garment and product design, but also IT strategies, the repurchase of licenses, international expansion (especially in Asia) and the launch of new brands as
well as diversification. These may all be seen as forward-looking strategies indicating planning for the future as well is competing in the current time. When considering the way in which
an ambidextrous organization may be recognized, the most common approach has been that a structural ambidexterity, an approach which can be seen clearly in Burberry in the way the organization
plans and designs for the future at the same time it competes in the present. However, Birkinshaw and Gibson (2004), notes that structural ambidexterity has the potential to cause separation
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