Construction Of Organizational Ambidexterity On The Perspective Of Ability

With the development of information technology and rapid change of knowledge economy, what enterprises are facing is more and more complex, so the organizations are facing unprecedented challenges. Due to the limitation of the turbulence of the external environment and the internal resources, the organizations meet many contradictions and paradoxes in the practice of management, such as organic structure and mechanical structure, mining innovation and exploratory innovation, flexibility and efficiency. As is known, the traditional simple choice view on dealing with these contradictions cannot satisfy the drastic changes of the environment and the fierce competition in the market now. How to gain the competitive ability and maintain competitive advantage in such a dilemma has become the most urgent problem to solve of the organizations. Therefore, ambidexterity theory appears in this condition.The essence of ambidexterity theory is to drive the dynamic balance of two sides of a paradox which the organization meets instead of the traditional solution. In recent years, ambidexterity theory has attracted more and more attention because of its unique perspective and novel content. Related study are more and more, even some scholars believe that ambidexterity theory will become an important research paradigm in the future management science. As a new management theory, ambidexterity theory has not yet formed a relatively clear and complete theory system, although it has very important strategic significance for the organization. Most of the existing researches come from three perspectives of structure, environment and leadership to study and analysis. At the same time, the study from the view of ability is very rare.This paper takes the enterprise as the main object of study, defining the concept of ambidexterity theory from the perspective of ability and discussing the construction of organizational ambidexterity ability. This paper researched and discussed the ambidexterity theory from two levels of theory and practice. Firstly, this paper summarizes and absorbs the previous scholars in contradictory theory, organizational learning theory, organizational evolution theory and dynamic capability theory as well as leadership, structure, context from the perspective of organizational ambidexterity theory and other aspects of research results. Then this paper discusses the definition and influence factors of ambidexterity. Last but not least, this paper also discusses how to build the organizational ambidexterity ability from the thinking level (leader and staff), structure level (organizational design and process change) and operational level (product development and technical innovation). The study of a very famous company Huawei as a good example is helpful to analysis the theory.With the contradictions and paradoxes which the organizations are facing, ambidexterity theory on the perspective of ability stresses the organization should have an ambidexterity dynamic ability to balance any contradictions instead of just one kind of solution. As a result, ambidexterity theory on the perspective of ability is helpful for the organizations to adapt to environmental changes and maintain the competitive advantage. What’s more, it also plays an important role of enriching the management theory system.