Inside Persistent Strategic Renewal: A Process Study of Structural Ambidexterity

This article shows how repeated separations and reintegrations of ambidextrous innovation units becomes a mechanism for persistent strategic renewal of an established firm. A process model is developed showing distinct stages in the ambidextrous process and the different dynamic capabilities occurring at each stage. Learning and improvement after each successive cycle of the ambidextrous process is also illustrated, as well as cross-unit linking mechanisms. I draw on a 25 year retrospective longitudinal analysis of an embedded-case study of three historical ambidextrous units within the same firm. The findings contribute to extant research by developing a link between structural ambidexterity, dynamic capabilities, strategic renewal, and persistent innovation through an in-depth process model.