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Article
Publication date: 9 February 2022

Eric Zabiegalski and Michael John Marquardt

This article couples organizational theory with practice with the union of action learning and the ambidextrous organization. It aims to show how action learning contributes to…

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Abstract

Purpose

This article couples organizational theory with practice with the union of action learning and the ambidextrous organization. It aims to show how action learning contributes to the creation and sustainment of an ambidextrous (learning) organization.

Design/methodology/approach

A side-by-side comparison of action learning and the ambidextrous organization was used.

Findings

Action learning “teaches” and promotes the framework and processes of ambidexterity and the practical creation of learning organizations. An action learning team in action performs like an ambidextrous organization to the extent that “acting” is synonymous with exploitation and “learning” with exploration.

Research limitations/implications

Action learning is a powerful tool for the ambidextrous organization, serving as a template for the practitioner to create a learning organization.

Originality/value

This paper extends the literature on organizational structure, leadership, culture and change as it relates to ambidexterity, learning organizations and action learning. It integrates learning theory through action learning with the practice of the ambidextrous organization. A synergistic theory/practice circle is created through the combination of the processes of “theory informing theory” from academia and “practice informing practice” from industry, creating a “theory informing practice and practice validating and updating better theory” circle.

Details

Journal of Work-Applied Management, vol. 14 no. 2
Type: Research Article
ISSN: 2205-2062

Keywords

Available. Content available

Abstract

Details

The Learning Organization, vol. 28 no. 6
Type: Research Article
ISSN: 0969-6474

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