How Do Firms Adapt to Discontinuous Change? Bridging the Dynamic Capabilities and Ambidexterity Perspectives

2016/08/01 by Julian Birkinshaw, Alexander Zimmermann, Sebastian Raisch · 376 citations
Business, Management and Accounting · Decision Sciences · Psychology · #Adaptation (eye) #Ambidexterity #Artificial intelligence #Bridging (networking) #Business #Classification of discontinuities #Complex Systems and Decision Making #Computer science #Conceptual framework #Contingency #Dynamic capabilities #Innovation and Knowledge Management #Knowledge management #Order (exchange) #Perspective (graphical) #Process management #Psychology #Set (abstract data type) #Sociology

paper · doi:10.1525/cmr.2016.58.4.36

published in California Management Review 58(4), 36-58 (SAGE Publishing)

openalex publication_date 2016/08/01 · openalex created_date 2025/10/10 · openalex updated_date 2026/08/05

Abstract

This article develops a conceptual integration of the dynamic capabilities and ambidexterity perspectives in order to understand how firms adapt to discontinuous change. Based on three illustrative case studies, it demonstrates that it is not possible to identify a universal set of dynamic capabilities. Rather, the distinct set of capabilities required depends on which of three modes of adaptation (structural separation, behavioral integration, or sequential alternation) has been prioritized. This article contributes a contingency perspective to dynamic capability research and offers guidance to managers about the alternative approaches they could take when seeking to adapt to environmental discontinuities.

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