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Disrupting growth with organisational ambidexterity : GE and the global growth organisation
Dissertation (MBA)--University of Pretoria, 2014.
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2015
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| _version_ | 1867613483511578624 |
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| access_status_str | Open Access |
| author2 | Kele, Tumo |
| author_browse | Kele, Tumo |
| author_facet | Kele, Tumo |
| collection | Thesis |
| dc_rights_str_mv | © 2014 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Dissertation (MBA)--University of Pretoria, 2014. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/43980 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:36:52.135Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2015 |
| publishDateRange | 2015 |
| publishDateSort | 2015 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/43980 Disrupting growth with organisational ambidexterity : GE and the global growth organisation Kele, Tumo ichelp@gibs.co.za Bodika, Ndimi UCTD Organizational change Qualitative research Organizational learning Dissertation (MBA)--University of Pretoria, 2014. This research aimed to investigate how GE developed an organisational ambidexterity capability to significantly accelerate its growth in emerging markets. Dissatisfied with its growth in emerging markets, GE launched the Global Growth & Operations organisation (GGO) in November 2010. The internationalisation process had been led by its P&Ls with an exploitation focus and needed a shift towards an exploration focus that would develop disruptive capabilities required to promote growth. The research was undertaken as a case study of GGO in Sub-Sahara Africa (SSA) to gain an in-depth understanding of how the OA capability was developed and managed at GE. A qualitative research approach was adopted that consisted of a literature survey and 14 semi-structured interviews with senior leaders of the P&Ls and GGO for SSA. The study found that a top brass leadership, supported unequivocally and well-resourced were key to GGO’s ability to shift GE’s centre of gravity to the emerging markets. A paradox mindset at ease with tension was characteristic of the leaders allowing them to engage constructively. GGO, ambidextrous itself, developed exploration and exploitation capabilities enabling the P&Ls to do business as usual in the emerging markets. A model to develop OA for market expansion was developed. lmgibs2015 Gordon Institute of Business Science (GIBS) MBA Unrestricted 2015-03-13T11:21:19Z 2015-03-13T11:21:19Z 2015-03-24 2014 Mini Dissertation Bodika, N 2014, Disrupting growth with organisational ambidexterity : GE and the global growth organisation, MBA Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/43980> http://hdl.handle.net/2263/43980 en © 2014 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Organizational change Qualitative research Organizational learning Disrupting growth with organisational ambidexterity : GE and the global growth organisation |
| title | Disrupting growth with organisational ambidexterity : GE and the global growth organisation |
| title_full | Disrupting growth with organisational ambidexterity : GE and the global growth organisation |
| title_fullStr | Disrupting growth with organisational ambidexterity : GE and the global growth organisation |
| title_full_unstemmed | Disrupting growth with organisational ambidexterity : GE and the global growth organisation |
| title_short | Disrupting growth with organisational ambidexterity : GE and the global growth organisation |
| title_sort | disrupting growth with organisational ambidexterity ge and the global growth organisation |
| topic | UCTD Organizational change Qualitative research Organizational learning |
| url | http://hdl.handle.net/2263/43980 |