The emergent-strategy process of initiating organizational ambidexterity

Purpose Firm ambidexterity usually has been discussed as a top-down planned strategic choice. The purpose of this paper is to showcase it is not always so; it may also be emergent as well - but how? Design/methodology/approach The author used an in-depth, qualitative, multiple case research method for this study, and chose four cases from different industry domains for this study. Findings The author identified that being ambidextrous is not always planned - it may also be emergent. The emergent-strategy process of organizational ambidexterity gets initiated through ambidextrous orientation and abilities of the top management team (TMT), and their actions and behaviors influence the evolution of supporting context that promotes exploration and exploitation behavior of employees at multiple levels of hierarchy, and across different units and functions of the organization. Originality/value This study showcases the emergent process of firm ambidexterity. Very few studies so far have discussed this process of becoming ambidextrous.