Abstract

The purpose of is to shed light on how exploration and exploitation can be organized to enable strategic innovation. The research is conducted through a literature review based on the origins of organizational theory and the organizational dimensions noted as important for radical innovation. These dimensions are moreover revealed as significant in quantitative analyses on innovation and growth.

The literature review focus on organizational dimensions of external- versus internal focus and heterogeneous- versus homogeneous resources to draw upon. These dimensions create a four-quadrant matrix for dynamic crisscross throughout the organizing process to allow organizational ambidexterity for strategic innovation. Through the flow of preferred behaviors, connections, agency, information, uncertainty and the turning points in this matrix, antecedents for strategic innovation are revealed in a model for contribution to the feed forward application of organizational ambidexterity creating innovation capacity to enable strategic innovation.