An encounter with the Nadler–Tushman congruence model and organizational ambidexterity

Abstract

The Nadler–Tushman congruence model stands out as a well-known and effective framework for navigating organizational change (Nadler & Tushman, 1989, 1997). Despite the prevalent discussions on organizational ambidexterity in recent years, few people are aware that both of these concepts originated from the same researcher around the same period. Although these ideas followed separate developmental paths, their shared origins underscore a common research interest. This paper aims to explore Tushman's research and respond to the convergence of these two concepts after approximately 30 years. Based on Tushman's suggestion that the integration of multiple logics through an overarching identity is necessary, this paper considers and suggests a new integrated model. This model can help formulate a paradigm for dynamic organizational change that aligns with today's organizational environment.

Keywords

• the nadler–tushman congruence model
• multiple logics
• organizational ambidexterity
• organizational identity
• triad relationship