Management Practices of Ambidextrous Organizations

This paper outlines the critical differences between two ambidextrous innovators on the basis of two case studies. Two multinational giants C-A and C-B are studied, where C-A uses the processes of exploitation and exploration within the same unit while C-B performs ambidexterity in specific and separate departments. Strategic decision making processes, strategic flexibility, incentive system and leadership styles are studied. The results show that both the companies are very high in rationality and non-monetary incentives are given more importance than monetary incentives in both. Whereas, the study also shows that C-A is higher in interactive control systems and participative leadership than C-B; This research also shows that C-A is highly interactive in nature while C-B is low in interaction, C-B is bolder than C-A w.r.t. decision making; managerial flexibility is higher in C-A than in C-B and lastly, the result shows that CA is more participative and people oriented while C-B is more directive and task oriented in nature.