A capacidade de gestão ambidestra: integrando as competências organizacionais com as capacidades dinâmicas para inovação

Abstract

As market and consumer needs for innovation grow, organizations are faced with agenda conflicts, as they have to deal with decisions to allocate resources to their operational agenda, seeking efficiency and repeatability, and to their innovation agenda, seeking novelty and creation. In this way, the concept of Ambidexterity emerged, which seeks to balance these two orientations at different times in an organization's business strategy and life cycle. However, there is a lack of studies that seek to understand in an operational way how ambidextrous management capacity is constituted, and how it articulates organizational competencies and dynamic capabilities for innovation. This study seeks to integrate the theoretical perspectives of the business conduct model, the organizational competencies model, the dynamic capabilities for innovation model and the organizational life cycle context to develop a systemic model for diagnosing organizational ambidextrous management capability. In order to develop this artifact, the Design Science Research (DSR) methodology was applied to small, medium, large and multinational companies to test the integration of the models, with the aim of configuring, applying and validating a multi-level conceptual tool for diagnosing organizational ambidextrous management capability. Based on 36 cases collected using mixed methods, not limited to a specific region and using interviews and the collection of indicators supported by a tool, it was possible to validate the approach using multivariate statistical analysis, contributing to a better understanding of Ambidextrous Management and its Pillars and Indicators, but also validating a tool and application method that can contribute to the diagnosis and identification of practices related to the competencies and dynamic capabilities of organizations, reflecting on their business conduct model. As such, this study advances the understanding of ambidextrous management capacity and identifies opportunities for future studies related to the impacts of the organizational life cycle based on the proposed model. In addition to the theoretical contributions, with the Ambidextrous Management Capability Framework, the study consolidates its 3 pillars and 46 indicators. As management contributions, the study presents a self-assessment methodology, in which companies can adopt an application guide, and with the support of prompts via ChatGPT configured with the foundations of this study, can identify specific and contextualized best practices for the development of their Ambidextrous Management Capability, articulating resources for operational efficiency and innovation. [resumo fornecido pelo autor]