Michelle Aitken-Fischer
Loughborough University
Publications 2
#1Ian R. Hodgkinson (Lboro: Loughborough University)H-Index: 8
#2M.N. Ravishankar (Lboro: Loughborough University)H-Index: 11
Last.Michelle Aitken-Fischer (Lboro: Loughborough University)H-Index: 1
view all 3 authors...
Strategic resources are key inputs to strategy that can form the basis of superior service performance, yet there is scarce research on the strategic resources used by managers to realise ambidexterity: the simultaneous pursuit of alignment and adaptability. In this article, we draw on a qualitative case study of a leading European airline and examine the resource bundles used by managers in their orchestration of ambidexterity. Adopting a resource-advantage perspective, the study illustrates el...
8 CitationsSource
#1Ian R. Hodgkinson (Lboro: Loughborough University)H-Index: 8
#2M.N. RavishankarH-Index: 11
view all 3 authors...
Through a qualitative study of business unit managers from an international airline, we build theory about the underlying features of organisational context that are most critical in developing contextual ambidexterity. We found that strategic capital defines a context that allows the meta-capabilities of alignment and adaptability to simultaneously flourish in strategic management, and sustain strategic success. The strategic capital endowments found to facilitate contextual ambidexterity are i...