Englischsprachige Quellen bis 2010:
Argote, L. (1999): Organizational Learning. Creating, retaining and transferring knowledge. Norwell (MA).
Argyris, C./Schön, D. (1978): Organizational learning. A theory of action perspective, Boston (MA).
Barney, J. (1995): Looking inside for competitive advantage. In: Academy of Management Executive, 9, S. 49-61.
Crossan, M.M./Lane, H.W./White, R.E. (1999): An organizational learning framework. From intuition to institution. In: Academy of Management Review, 24, S. 522-537.
Egidi, M./Narduzzo, A. (1997): The emergence of parth-dependent behaviour. Some evidence from experiments. In: Arrow, K.J./Colombatto, E. et al (Hrsg.): The rational foundations of economic behaviour, London: MacMillan, S. 303-333.
Feldman, M.S. (2000): Organizational routines as a source of continuous change. In: Organization Science, 11, S. 611-629.
Gibson, C. B./Birkinshaw, J. (2004): The antecedents, consequences, and mediating role of organizational ambidexterity. In: Academy of Management Journal, 47, S. 209-226.
Hersey, P./Blanchard, K. H. (1982): Management and organizational behavior. Utilizing human resources. 4.Aufl., Englewood Cliffs (NJ): Prentice-Hall.
Knott, A.M. (2002): Exploration and exploitation as complements. In: Choo, C.W./Bontis, N. (Hrsg.): The strategic management of intellectual capital and organizational knowledge, New York: Oxford University Press, S. 399-358.
Kurtz, Cynthia F./Snowden, David J. (2003): The new dynamics of strategy: Sense-making in a complex and complicated world. In: IBM Systems Journal, 42 (3), S. 462-483.
Lubatkin, M.H./Simsek, Z./Yan, L. (2006): Ambidexterity and performance in small- to medium-sized firms. The pivotal role of top management team behavioral integration. In: Journal of Management, 32, S. 646-672.
O‘Reilly, C.A./Harreld, B.J./Tushman, M.L. (2009): Organizational Ambidexterity. IBM and emerging business opportunities. In: California Management Review, 51 (4), S. 160-172.
O‘Reilly, C./Tushman, M.L. (2004): The ambidextrous organization. In: Harvard Business Review, 82, S. 74-82.
O‘Reilly, C./Tushman, M.L. (2008): Ambidexterity as a dynamic capability. Resolving the innovator`s dilemma. In: Research in Organizational Behavior, 28, S. 185-206.
Raisch, S. (2008): Balanced structures. Designing organiaztions for profizable growth. In: Long Range Planning, 41 (5), S. 483-508.
Raisch, S./Birkinshaw, J. (2008): Organizational ambidexterity. Antecedents, outcomes, and moderators. In: Journal of Management, 34, S. 375-409.
Schreyögg, G./Kietsch-Eberl, M. (2007): How dynamic can organizational capabilities be? Towards a dual-process model of capability dynamization. In: Strategic Management Journal, 28, S. 913-933.
Sigglkow, N./Levinthal, D.A. (2003): Temporarily divide to conquer. Centralized, decentralized, and reintegrated organizational approaches to exploration and adaptation. In: Organization Science, 14, S. 650-669.
Simsek, Z. (2009): Organizational ambidexterity. Towards a multilevel understanding. In: Journal of Management Studies, 46 (4), S. 597-624.
Simsek, Z./Heavy, C./Veiga, J.F./Souder, D. (2009): A typology of aligning organizational ambidexterity`s conceptualizations, antecedents, and outcomes. In: Journal of Management Studies, 46, S. 864-894.
Smith, W.K./Tushman, M.L. (2005): Senior teams and managing contradictions. On the team dynamics of managing exploitation and exploration. In: Organization Science, 16, S. 522-536.
Szulanski, G. (1996): Exploring internal stickiness. Impediments to the transfer of best practice within the firm. In: Strategic Management Journal, 17, S. 27-43.
Tushman, M.L./Anderson, P. (Hrsg.) (2004): Managing strategic innovation and change, 2. Aufl., New York: Oxford University Press.
Tushman, M.L./O`Reilly, C. (1996): Ambidextrous organizations. Managing evolutionary and revolutionary change. In: California Management Review, 38, S. 8-30.
Tushman, M.L./Romanelli, E. (1985): Organizational evolution. A metamorphosis model of convergence and reorientation. In: Research in Organizational Behavior, 7, S. 171-222.
Tushman, M.L./Smith, W.K./Wood, R.C., Westermann, G./ O`Reilly, C. (2010): Organizational designs and innovations streams. In: Industrial and Corporate Change, 19 (5), S. 1331-1366.
Van Deusen, C.A./Mueller, C.B. (1999): Learning in Acquisitions. Understanding the relationship between exploration, exploitation and performance. In: The Learning Organization, 6, S. 186-193.
Weick, K. E./Westley, F. (1999): Organizational learning: affirming an oxymoron. In: Clegg, Stewart R./Hardy, C./Nord, Walter R. (Hrsg.): Managing organizations: current Issues. London: Sage Publications, S.190-208.
Englischsprachige Quellen ab 2011:
Aloini, D./Martini, A./Neitrott, P. (2012): Unpack it. Organizational Ambidexterity between structure, knowledge and performance. An empirical analysis. Präsentation während der DRUID 2012 Konferenz, Kopenhagen, Dänemark.
Bledow, R./Frese, M./Mueller, V. (2011): Ambidextrous leadership for innovation. The influence of culture, in: Mobley, W..H./Li, M./Wang, Y. (Hrsg.): Advances in global leadership, 6, S. 41-49.
Boumgarden, Peter/ Nickerson, Jackson/Zenger, Todd R. (2012): Sailing into the wind. Exploring the relationships among ambidexterity, vacillation and organizational performance. In: Strategic Management Journal, 33 (6), S. 587-610.
Burton, M. Diane/O’Reilly, C. A./Bidwell, Matthew (2012): Management systems for exploration and exploitation. The micro-foundations of organizational ambidexterity. Präsentiert auf der Academy of Management-Konferenz in Boston 2012.
Chatman, J. A./Caldwell, D. F./O’Reilly C. A./Doerr, B. (2013). Organizational culture and performance in high technology firms. The effect of culture content and strength. Haas School of Business, Working Paper.
Daneels, F. (2011): Trying to become a different type of company. Dynamic capabilities at Smith Corona. In: Strategic Management Journal, 32 (1), S. 1-31.
Fernhaber, S.A./Patel, P.C. (2012): How do young firms manage product portfolio complexity? The role of absorptive capacity and ambidexterity, in: Strategic Management Journal, 33 (13), S. 1516-1539.
Frank, H./Güttel, W./Kessler, A. (2017): Environmental dynamism, hostility, and dynamic capabilities in medium-sized enterprises. In: International Journal of Entrepreneurship and Innovation, 18 (3), S. 185-194.
Greenwood, R./Raynard, M./ Kodeih, F./ Micelotta, E. R./Lounsbury, M. (2011): Institutional complexity and organizational responses. In: The Academy of Management Annals, 5: 317-371
Goosen, M. C./Bazzazian, N./ Phelps, C. (2012): Consistently capricious. The performance effects of simultaneous and sequential ambidexterity. Präsentiert auf der Academy of Management-Konferenz 2012 in Boston.
Hill, S.A./Birkinshaw, J. (2014): Ambidexterity and survival in corporate venture units. In: Journal of Management, 40 (7), S. 1899-1931.
Jansen, J./ Andriopoulous, C./Tushman, M. (2013): Organizing for ambidexterity. Founding, developing and revitalizing dynamic capabilities over time. Working Paper, Erasmus University Rotterdam.
Klarner, P./Raisch, S. (2013): Move to the beat. Rhythms of change and firm performance. In: Academy of Management Journal, 56 (1), S. 160-184.
Kortmann, S. (2012): The relationship between organizational structure and organizational ambidexterity. A. comparison between manufacturing and service firms. Wiesbaden: Gabler.
Kotter, J.P. (2014): Seizing opportunities and dodging threats with a dual operating system. In: Strategy & Leadership, 42 (6), S. 10-12.
Lakhani, K./ Lifshitz, A./ Tushman, M. (2013): Open innovation and organizational boundaries. Task decomposition, knowledge distribution, and the locus of innovation. In: Grandori, A. (Hrsg.): Handbook of economic organization: Integrating economic and organizational theory. Northampton, Ma., Elgar, S. 355-382.
Lavie, D./Stettner, U. (2014): Ambidexterity under scrutiny. Exploration and exploitation via internal organization, alliances, and acquisitions. In: Strategic Management Journal, 35 (13), S. 1903-1929.
Martin, A./Keller, A./Fortwengel, J. (2019): Introducing conflict as the microfoundation of organizational ambidexterity. In: Strategic Organization, 17(1), S. 38-61.
Müller, B./Konlechner, S.W./Güttel, W.H./Link, K. (2019): The emperor`s new clothes. How dealing with failure prevents cultural change. In: Organizational Dynamics, 48 (4), S. 1-7.
Nosella, A./ Cantarello, S./Filippini, R. (2012): The intellectual structure of organizational ambidexterity. A bibliometric investigation into the state of the art. In: Strategic Organization, 10 (4), S. 450-465.
O`Reilly, C.A./Tushman, M.L. (2013): Organizational Ambidexterity. Past, present and future. Research Paper 2130, Standford Graduate School of Business.
Papachroni, A. (2013): Managing the tensions of innovation and efficiency in the pursuit of organizational ambidexterity. Dissertation University of Warwick.
Patel, P.C./Messersmith, J.G./Lepak, D. P. (2013): Walking the tightrope. An assessment of the relationship between high-performance work systems and organizational ambidexterity. In: Academy of management Journal, 56 (5), S. 1420-1442.
Raisch, S./Tushman, M.L. (2011): A dynamic perspective on ambidexterity. Structural differentiation and boundary activities. Working Paper 11-111 Harvard Business School.
Raisch, S./Tushman, M.L. (2016): Growing new corporate buisnesses. From initiation to graduation. In: Organizational Science, 27 (5), S. 1237-1257.
Turner, N./Lee-Kelley, L. (2013): Unpacking the theory on ambidexterity. An illustrative case on the managerial architectures, mechanisms and dynamics. In: Management Learning, 44 (2), S. 179-196.
Turner, N./Swart, J./Mayor, H. (2013): Mechanisms for managing ambidexterity. A review and research agenda. In: International Journal of Management Reviews, 15 (3), S. 317-332.
Tushman, M. E./O’Reilly, C. A./Harreld, J. B. (2013): Leading strategic renewal: Proactive punctuated change through innovation streams and disciplined learning. Präsentation an der Harvard Business School, 9. Mai 2013.
Voss, G.B./Voss, Z.G. (2013): Strategic ambidexterity in small- and medium-sized enterprises. Implementing exploration and exploitation in product and market domains. In: Organizational Science, 24 (5), S. 1459-1477.
Wang, C.L./Rafiq, M. (2014): Ambidextrous organizational culture. Contextual ambidexterity and new product innovation. A comparative study of UK and Chinese high-tech firms. In: British Journal of Management, 25 (1), S. 58-76.
Yang, H./Zheng, Y./Zhao, X. (2014): Exploration or exploitation? Small firms alliance strategies with large firms. In: Strategic Management Journal, 35 (1), S. 146-157.
Deutschsprachige Quellen: