Abstract
Research Summary: This paper provides an empirical analysis of how not-for-profit English independent schools have adapted and become ambidextrous organizations. Our contributions are twofold: First, we respond to the question, “Can organizations adapt and change—and if so, how does this occur? Second, we address the question of “how organizations survive in the face of change?” Regarding ambidexterity, an organization is managed separately through a tightly integrated senior management team that exploits existing organizational resources and capabilities to upgrade its managerial approaches in response to alterations in customer demand and environmental changes. Simultaneously, it explores new capabilities and future opportunities. Ambidextrous organizations inevitably create conflicts and tensions between operating units, and organizations that fail to address these conflicts and tensions may face closure.
Managerial Summary: This paper analyzes how not-for-profit English independent schools have adapted and become ambidextrous organizations. We have identified that there are two levels of strategic identification and implementation in not-for-profit ambidextrous organizations: At the strategic level, a board of directors is responsible for developing strategy and providing leadership to ensure that the organization’s value propositions and objectives are met. They also provide strategic direction to the senior leadership team and ensure the long-term development of a not-for-profit organization. At the operational level, a separate senior leadership team is established to implement the strategies developed by the Board of directors. They receive strategic directions from the Board to balance the exploitation of existing resources and capabilities in organizational learning while exploring new business and future opportunities.