A Model for Developing Ambidextrous Organizational Learning

Abstract

Organizational learning is a capability of organizations to create, transfer and act on the knowledge generation. Exploration- and exploitation-oriented learning activities required to produce organizational ambidextrous learning. This paper presents a scale developed to classify organizations through cluster analysis as being Exploiters, explores, ambidextrous or with no defined orientation. The theoretical framework helps identify that the concepts associated with exploration and exploitation may be classified into six practical dimensions: organizational knowledge practices, innovative practices, competition, strategic orientation, organizational efficiency and partnerships. Indicators and criteria after sorting the dimensions of 36 features were identified and classified. Specialists were offered indicators derived from the theoretical review to identify final criteria by using Delphi technique. In the end, 6 indexes were deleted and 8 added to the index, therefore developing organizational learning model Ambidexterity was presented

Keywords

• organizational learning
• ambidextrous learning
• exploration
• exploitation
• delphi technique