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Organisational ambidexterity constructs during the implementation of digital transfromation strategies
Mini Dissertation (MPhil (Corporate Strategy))--University of Pretoria, 2022.
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2023
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| _version_ | 1867613605476696064 |
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| access_status_str | Open Access |
| author2 | Myburgh, Suzanne |
| author_browse | Myburgh, Suzanne |
| author_facet | Myburgh, Suzanne |
| collection | Thesis |
| dc_rights_str_mv | © 2023 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 | Mini Dissertation (MPhil (Corporate Strategy))--University of Pretoria, 2022. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/90878 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:38:48.199Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2023 |
| publishDateRange | 2023 |
| publishDateSort | 2023 |
| 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:2263/90878 Organisational ambidexterity constructs during the implementation of digital transfromation strategies Myburgh, Suzanne ichelp@gibs.co.za Hunter, Verushca UCTD Mini Dissertation (MPhil (Corporate Strategy))--University of Pretoria, 2022. How to strategically balance exploration and exploitation activities inside an organization is the greatest difficulty faced by leaders during the implementation of adaptive strategies. Exploration and exploitation are driven by opposing market and regulatory factors as well as diverse organizational learning capabilities. To date, organisational ambidexterity literature has focused primarily on how businesses balance their contradictory demands, paying particular attention to the drivers of ambidexterity and how human resource systems, senior leadership team attributes, contextual elements, and organisational structures contribute to the attempt at balancing explorative and exploitative activities. The mechanisms used to balance competing demands during the strategy implementation process have not been linked to adaptive strategy implementations such as digital transformation. This study contribute to the development of an integrated framework for adaptive strategy implementation by exploring the link between organisational ambidexterity and adaptive strategy execution. This exploratory study, utilised qualitative research methods to collect new insights in order to fully understand the organisational ambidexterity constructs selected during the implementation of a digital transformation strategy. Further to this, the study identified the factors that influenced the selection of the selected constructs of ambidexterity. Senior leaders in the process of executing their digital transformation strategies in traditional pre-digital businesses were the subjects of twelve semi-structured, in-depth interviews. This research study found that a link exists between organisational ambidexterity and the execution of an adaptive strategy like digital transformation pt23 Gordon Institute of Business Science (GIBS) MPhil (Corporate Strategy) Unrestricted 2023-05-28T16:59:44Z 2023-05-28T16:59:44Z 19-04-2023 2022 Mini Dissertation * A2023 http://hdl.handle.net/2263/90878 en © 2023 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 Organisational ambidexterity constructs during the implementation of digital transfromation strategies |
| title | Organisational ambidexterity constructs during the implementation of digital transfromation strategies |
| title_full | Organisational ambidexterity constructs during the implementation of digital transfromation strategies |
| title_fullStr | Organisational ambidexterity constructs during the implementation of digital transfromation strategies |
| title_full_unstemmed | Organisational ambidexterity constructs during the implementation of digital transfromation strategies |
| title_short | Organisational ambidexterity constructs during the implementation of digital transfromation strategies |
| title_sort | organisational ambidexterity constructs during the implementation of digital transfromation strategies |
| topic | UCTD |
| url | http://hdl.handle.net/2263/90878 |