Works
- Organizational ambidexterity: antecedents, outcomes, and moderators, Journal of Management 34(3), 375 to 409, 2008
- Organizational ambidexterity: balancing exploitation and exploration for sustained performance, Organization Science 20(4), 685 to 695, 2009
- How is ambidexterity initiated? The emergent charter definition process, Organization Science 26(4), 1119 to 1139, 2015
- Dynamic balancing of exploration and exploitation: the contingent benefits of ambidexterity, Organization Science 29(3), 449 to 470, 2018
- Artificial intelligence and management: the automation-augmentation paradox, Academy of Management Review 46(1), 192 to 210, 2021
- Managing with artificial intelligence: an integrative framework, Academy of Management Annals 19(1), 343 to 375, 2025
In Organizational Structures
Known for
Organizational ambidexterity, and artificial intelligence in management
Ideas
The automation-augmentation paradox. With Krakowski, Raisch argued that in management augmentation cannot be neatly separated from automation; the two are interdependent across time and space, and overemphasizing either fuels reinforcing cycles with negative outcomes. Caveat: Conceptual, built from three business books.
Managing with AI. With Hillebrand and Schad, Raisch joined the human-AI collaboration and algorithmic management literatures as two sides of one phenomenon: humans managing with AI, and humans managed by it. Caveat: A review and framework.
The tensions of ambidexterity. Four tensions remain contested: differentiation or integration, individual or organizational level, static or dynamic, and internal or external. Caveat: An editorial framing a special issue.
Dynamic balancing. Reinforcing a balanced orientation helps where change is incremental and hurts where it is discontinuous, so ambidexterity must be balanced dynamically. Caveat: One industry.