Numerous scholars have attempted to explain which factors allow for organizational ambidexterity. Strategic planning, as a possible antecedent, has not been considered so far. This is surprising because strategic planning is among the most widely used strategic decision-making tools in management practice and one of the most extensively studied concepts in management research. In addition, prior research has demonstrated the potential of strategic planning to impact innovation-related outcomes—both positively and negatively. Here, we investigate the association between strategic planning and organizational ambidexterity using a survey of 217 senior executives. We highlight the importance of considering how executives use strategic planning. Our results support the hypothesis that strategic planning's positive or negative association with organizational ambidexterity is contingent on other organizational factors. Our findings reveal that strategic planning is only positively associated with organizational ambidexterity when leaders' innovation orientation is extraordinarily high. We further contextualize this interaction effect by considering the environmental uncertainty perceived by the top management. This work contributes to the literature by examining the antecedents of organizational ambidexterity.

中文翻译：

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恩惠还是诅咒？战略规划与组织二元性之间关系的偶然性观点

许多学者试图解释哪些因素允许组织二元性。战略规划，作为一个可能的前提，迄今尚未考虑。这是令人惊讶的，因为战略规划是管理实践中使用最广泛的战略决策工具之一，也是管理研究中研究最广泛的概念之一。此外，先前的研究已经证明了战略规划对与创新相关的结果产生积极和消极影响的潜力。在这里，我们通过对 217 名高级管理人员的调查来调查战略规划与组织二元性之间的关联。我们强调考虑高管如何使用战略规划的重要性。我们的结果支持战略规划的假设 与组织二元性的正面或负面关联取决于其他组织因素。我们的研究结果表明，只有当领导者的创新导向非常高时，战略规划才与组织的二元性正相关。我们通过考虑最高管理层感知到的环境不确定性，进一步将这种交互效应置于情境中。这项工作通过检查组织二元性的前因为文献做出了贡献。我们通过考虑最高管理层感知到的环境不确定性，进一步将这种交互效应置于情境中。这项工作通过检查组织二元性的前因为文献做出了贡献。我们通过考虑最高管理层感知到的环境不确定性，进一步将这种交互效应置于情境中。这项工作通过检查组织二元性的前因为文献做出了贡献。