Centres of Creativity as a Source of Business Ambiguity: To Explore, Not To Exploit
AbstractThe main goal of the article is to indicate the possibility of shaping ambidexterity of the organization (mainly in the exploit context) based on the opportunities offered by the centres of creativity. Implementation of the objective was possible as a result of the analysis of existing scientific centres in Europe, as well as literature in the field of innovation and innovation, and organizational ambidexterity. The paper suggests that elements of exploration and exploitation in creative organizations don’t always occur simultaneously. In units unrelated directly to the business activities of companies (creative hubs), meaning those operating in the environment of the organization, they are the source of the component of ambidexterity – exploration. The centres, by being important sources of knowledge and innovation, minimize factors related to market disturbances: turbulence of the environment, growing level of risk and uncertainty, and emerging disruptive innovations
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Soliman Khalid S. (eds.): Vision 2020: Sustainable Economic Development and Application of Innovation Management from Regional expansion to Global Growth. Proceedings of the 32nd International Business Information Management Association Conference (IBIMA), 2018, International Business Information Management Association (IBIMA), ISBN 9780999855119, 8422 p.
Soliman_Vision_2020_Sustainable_Economic_Development.pdf / No licence information (file archived - login or check accessibility on faculty)
32nd IBIMA Conference proceedings - Part 9 of 9.pdf / No licence information (file archived - login or check accessibility on faculty)
|Keywords in English||ambidexterity, ambidextrous organization, explore, exploit, creative hubs, innovation|
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