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<dc:title xml:lang="en">Organizational ambidexterity : a fractal and dynamic case</dc:title>
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<dc:subject xml:lang="fr">Ambidextrie fractale</dc:subject>
<dc:subject xml:lang="fr">Séparation structurelle</dc:subject>
<dc:subject xml:lang="fr">Multi-niveaux</dc:subject>
<dc:subject xml:lang="en">Organizational ambidexterity</dc:subject>
<dc:subject xml:lang="en">Fractal</dc:subject>
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<dcterms:abstract xml:lang="fr">Une performance soutenable et importante est l'objectif principal du management de toute organisation. La viabilité d'une entreprise dépend de sa capacité à trouver un équilibre entre deux activités très différentes. D’une part elle doit exploiter les certitudes existantes pour garantir la réussite des opérations courantes et d’autre part explorer de nouvelles opportunités pour la mise en œuvre rapide des nouvelles idées qui garantissent l'avenir de l'organisation. Les organisations ambidextres ont une aptitude à poursuivre de manière simultanée ces activités et produisent des innovation radicales et incrémentielles. Notre recherche montre que pour être ambidextre seulement la séparation des activités n’est pas suffisante. Sans une intégration et une combinaison de ces structures et ces processus, l’unité d’exploration sera incapable d’exploiter ses résultats et a plus de chance disparaitre avec le temps comme la structure inefficace. Pour survivre sur le long terme, l’entreprise doit intégrer l’ambidexterité de manière fractale et dynamique. Ce nouveau concept propose une solution à la question de l’équilibre entre les activités et elle se définit comme la capacité organisationnelle à reproduire l’exploration et l’exploitation simultanément à différents niveaux organisationnels et être capable de changer leurs proportions quand cela est nécessaire</dcterms:abstract>
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