Organizational ambidexterity and the learning organization: the strategic role of a corporate university

Abstract

Purpose Balancing exploration and exploitation is a strategic challenge for technology-based companies striving to successfully implement ambidexterity in rapidly changing markets. This study aims to look at the extent in which corporate universities can be instrumental in the cross-functional deployment of the resources, capabilities and experience needed to achieve organizational ambidexterity. Design/methodology/approach This study is the result of a single case study of ZTE University in China. Data from archives, direct observations, and semi-open interviews have been triangulated and analyzed with pattern matching technique. Findings This study analyzed the development of capabilities allowing the strategic combinations of exploration and exploitation, and to clearly witness how the corporate university was dynamically linked with those development. Originality/value The empirical results offer new insights on the most relevant capabilities for technology-based companies and notably those that are more likely to be exploited through a corporate university.