This paper presents the findings of a longitudinal study of a large corporation's journey towards becoming an ambidextrous organisation in the face of emerging technology. By investigating the interplay between the top and middle management, the results show that business intelligence systems allowed the firm to pursue a controlled renewal journey that was data-driven, automated, and supported fast organisational learning. This substituted for active frontline and middle managers. The change in organisational direction was driven by a small and powerful strategic top management group, even though this was a multi-unit firm with more than 100,000 employees. The main advantage of this type of journey is that the organisation can fully realize the advantage of highly centralised formal planning and control while becoming resilient and ambidextrous. A well-functioning decision support system, organisational policies and communication strategy can substitute for collective sense-making and shared strategic schemas. The results also suggest that management control systems can have a profound impact on developing organisational ambidexterity. The article also provides further details on the nature and implications of the rhetorical tactics used by the top management team to focus on organisational attention and action.

本文介绍了对一家大型公司面对新兴技术成为一个敏捷组织的过程进行纵向研究的结果。通过调查高层管理人员和中层管理人员之间的相互作用，结果表明，商业智能系统使公司能够进行受控的更新过程，该更新过程由数据驱动，自动化并支持快速的组织学习。这代替了活跃的前线和中层管理人员。组织方向的变化是由规模较小且功能强大的战略高层管理人员推动的，尽管这是一家拥有超过100,000名员工的多部门公司。这种类型的旅程的主要优点是，组织可以充分实现高度集中的正式计划和控制的优势，同时变得富有弹性和灵活性。一个运作良好的决策支持系统，组织政策和沟通策略可以替代集体的理性认识和共享的战略模式。结果还表明，管理控制系统可以对发展组织的灵活性产生深远影响。本文还提供了有关高层管理团队用来关注组织关注和行动的修辞策略的性质和含义的更多详细信息。结果还表明，管理控制系统可以对发展组织的灵活性产生深远影响。本文还提供了有关高层管理团队用来关注组织关注和行动的修辞策略的性质和含义的更多详细信息。结果还表明，管理控制系统可以对发展组织的灵活性产生深远影响。本文还提供了有关高层管理团队用来关注组织关注和行动的修辞策略的性质和含义的更多详细信息。