Contextual ambidexterity facing disruptive innovations: the case of a contact center
DOI:
https://doi.org/10.24023/FutureJournal/2175-5825/2022.v14i1.676Keywords:
Disruptive Innovation, Contextual Ambidexterity, Behavioral Context, Corporate Strategy, Organizational structureAbstract
Purpose: To analyze how the strategic responses of a mature business (Contact Center) led to the development of contextual ambidexterity in a disruptive innovation scenario.
Originality/Relevance: Organizational ambidexterity has been the subject of different studies, when the organization becomes able to balance strategic actions of different and conflicting natures with important advances, but there is room to discuss challenges and aspects related to contextual ambidexterity (Rainsch & Birkinshaw , 2008; Brun, 2016) in the Brazilian scenario.
Method: Qualitative approach and use of a single case study, data collection through semi-structured interviews, form and focus group with managers and work team participants, ensuring data triangulation. For analysis, a content analysis technique was used.
Results: The responsiveness to disruptive innovation increased and the level of consumer demand increased, there was also resistance to the changes undertaken that need to be better observed by managers. Contextual ambidexterity was developed with the construction of a high-performance behavioral context, with an unbalanced focus between performance and social support.
Conclusions: Despite the encouragement to create a high performance context, the company was not able to guarantee the organization's ability to contextual ambidexterity as a whole.
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