Works
- Global account management in multinational corporations: theory and evidence, Journal of International Business Studies 32(2), 231 to 248, 2001
- The antecedents, consequences, and mediating role of organizational ambidexterity, Academy of Management Journal 47(2), 209 to 226, 2004
- Organizational ambidexterity: antecedents, outcomes, and moderators, Journal of Management 34(3), 375 to 409, 2008
- Ambidexterity and survival in corporate venture units, Journal of Management 40(7), 1899 to 1931 (online 2012, in print 2014), 2012
- Clarifying the distinctive contribution of ambidexterity to the field of organization studies, Academy of Management Perspectives 27(4), 287 to 298, 2013
- How is ambidexterity initiated? The emergent charter definition process, Organization Science 26(4), 1119 to 1139, 2015
- Let's hear it for adhocracy, London Business School Review 28(2), 45 to 47, 2017
In Organizational Structures
Known for
Management innovation and ambidexterity
Ideas
Contextual ambidexterity. With Gibson, Birkinshaw showed that a supportive and demanding unit context lets people balance alignment and adaptability themselves. Caveat: Business-unit level.
Clarifying ambidexterity. The concept's versatility risks a lack of clarity in meaning and measurement, and research should focus where it makes a distinctive contribution. Caveat: A review.
Global account management. Structures that manage one customer across countries raise a multinational's information processing capacity and bargaining power, and the information benefit is larger when the firm depends heavily on the customer. Caveat: Accounts in 16 multinationals.