1st Edition

Organisational Ambidexterity and Strategy Design, Structure and Implementation

By Imo Enang, John M. Rudd Copyright 2025
    124 Pages 22 B/W Illustrations
    by Routledge

    Across the last fifty years, there has been increasing studies on Organisational Ambidexterity (OA). However, there has been a disproportionate focus on the theory underpinning OA with less recourse to the implementation of OA. The primary purpose of this book is to close gaps in the understanding of Organisational Ambidexterity Implementation (OAI) and its relationship with Organisational performance. It identifies key components crucial for successful OAI, including dynamic capabilities, organisational culture, organizational design and market orientation. The scope encompasses both qualitative and quantitative analysis, investigating the factors that drive or obstruct OAI and assessing performance disparities among organizations. This book is intended for academics, researchers, and professionals interested in corporate strategy with focus on the management of organizational resources and capabilities within organisational structure and design for performance improvement. It serves as a valuable resource for those seeking to understand how organizational culture, dynamic capabilities, market orientation, and design impact the successful implementation of ambidexterity and, consequently, overall organizational performance. Additionally, business leaders and managers can gain insights to help their organizations evaluate and enhance their abilities in these critical areas, ultimately fostering a culture of innovation and efficiency.

    Chapter 1. Introduction

    Chapter 2. The Concept of Organizational Ambidexterity (OA)

    Chapter 3. Organizational Ambidexterity as a Strategy

    Chapter 4. Organizational Ambidexterity and Organizational Culture

    Chapter 5. Organisational Ambidexterity in Turbulent Markets

    Chapter 6. Integrated Discussion and Overview

    Chapter 7. Conclusion and Recommendations


    Imo Enang is a seasoned executive with more than 15 years of work experience in sectors such as FMCG, Banking, Academia, and Management Consulting. He has worked across Europe, the Middle East, and Africa, serving in diverse capacities comprising Commercial Operations, Strategic Marketing as well as Strategic Operations and Organizational Design which is at the core of his professional doctorate in Warwick Business School in the United Kingdom.

    John M. Rudd is Professor of Marketing and Head of the Marketing Group at Warwick Business School. He serves on the Editorial Boards of the European Journal of Marketing and the Journal of Marketing Theory and Practice, and has received numerous awards for teaching on undergraduate, postgraduate and executive courses, and consults widely with large organisations and start-up organisations on marketing and strategic matters.