Start Date
12-17-2013
Description
Organizations are commonly bothered by paradoxical pursuits, which make them demand on the development of organizational ambidexterity with dual exploitation and exploration abilities. This paper drawing on the organizational learning perspective, aims to uncover how the interaction of Information Technology (IT) and two distinguished organizational learning processes (i.e., strategic learning and business learning) dynamically contribute to the construction of organizational ambidexterity. To address this key research question, we studied an outstanding Chinese high-tech firm (Huawei) by revealing its evolutionary journey. We described how the IT-driven strategic learning leads to strategic transformation, while business learning results in the organizational stability in a certain period. Continuous exploration and exploitation constructed organizational ambidexterity. Specific strategic learning and business learning activities and methods were identified. This study not only fills the gap of the missing of IT artifacts in organizational learning and ambidexterity literatures but also offers valuable insights for other firms.
Recommended Citation
Yan, Mengling; Yu, Angela Yan; and Dong, Xiaoying, "Organizational Ambidexterity Building via IT-enabled Strategic Learning and Business Learning: A Evolutionary Journey of Huawei" (2013). ICIS 2013 Proceedings. 10.
https://aisel.aisnet.org/icis2013/proceedings/EBusiness/10
Organizational Ambidexterity Building via IT-enabled Strategic Learning and Business Learning: A Evolutionary Journey of Huawei
Organizations are commonly bothered by paradoxical pursuits, which make them demand on the development of organizational ambidexterity with dual exploitation and exploration abilities. This paper drawing on the organizational learning perspective, aims to uncover how the interaction of Information Technology (IT) and two distinguished organizational learning processes (i.e., strategic learning and business learning) dynamically contribute to the construction of organizational ambidexterity. To address this key research question, we studied an outstanding Chinese high-tech firm (Huawei) by revealing its evolutionary journey. We described how the IT-driven strategic learning leads to strategic transformation, while business learning results in the organizational stability in a certain period. Continuous exploration and exploitation constructed organizational ambidexterity. Specific strategic learning and business learning activities and methods were identified. This study not only fills the gap of the missing of IT artifacts in organizational learning and ambidexterity literatures but also offers valuable insights for other firms.