We examine the case of agile ambidexterity, which we
conceptualize as the organizational capability to simultaneously deploy agile
and traditional linear innovation and development methodologies successfully.
The utilization and balance of these methodologies is an increasingly important
firm capability that can foster growth, sustainable development, and firm
survival in a digitized environment. Specifically, we develop four propositions
suggesting how structural differentiation, connectedness, and contextual
ambidexterity affect agile ambidexterity. We conjecture that structural
differentiation, connectedness, and contextual ambidexterity mechanisms have
positive effects on agile ambidexterity, but that structural differentiation
has a negative influence on connectedness. We highlight important theoretical and
managerial implications.
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