Nonprofit sector ambidexterity: a framework for understanding innovation and strategy change in nonprofit organizations

被引：2

作者：

Seo, Danbi ^{[1
]}

Bryson, John M. ^{[2
]}

Williams, Matt ^{[2
,3
]}

机构：

[1] Arizona State Univ, Sch Community Resources & Dev, Phoenix, AZ 85281 USA

[2] Univ Minnesota, Humphrey Sch Publ Affairs, Minneapolis, MN USA

[3] Govt State Minnesota, Management Anal & Dev, Minnesota Management & Budget, St Paul, MN USA

来源：

PUBLIC MANAGEMENT REVIEW | 2025年

关键词：

Organizational ambidexterity; non-profit innovation; strategy change; exploitation; exploration; PUBLIC-SECTOR; MEDIATING ROLE; EXPLOITATION; EXPLORATION; PERFORMANCE; ANTECEDENTS; MANAGEMENT;

D O I：

10.1080/14719037.2025.2452880

中图分类号：

C93 [管理学];

学科分类号：

12 ; 1201 ; 1202 ; 120202 ;

摘要：

Organizational ambidexterity is recognized in public organizations for achieving innovation, but the concept remains undertheorized in non-profit organizations despite their crucial role in public service delivery. This study examines the applicability of ambidexterity to non-profits and proposes a framework for understanding it in the non-profit sector. By analysing two cycles of strategic planning in a non-profit organization over 10 years, we identify antecedents, enabling mechanisms, ambidexterity practices, the types of ambidexterity, and innovative outcomes. We discuss the implications for ambidexterity theory and practice, including the unique aspects of non-profit innovation and cross-sectoral insights given the increasingly blurred boundaries between sectors.

引用

页数：23

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