Many technology entrepreneurs start their companies by focusing on<br />an innovation that creates a market offer to attract their first<br />customers. When the entrepreneur’s firm makes its first sale, the<br />dynamics of the organization change and the entrepreneur faces a<br />new challenge: how can the firm concurrently develop new products<br />and support existing customers? This problem is of great concern<br />to entrepreneurs who own small technology firms and is the subject<br />of this article. In this article, we first address the innovate-versus-support<br />dilemma that small technology firms face early in their lifecycles.<br />Next, we describe the paradigm of the ambidextrous organization.<br />We conclude with a discussion of five mechanisms small firms can<br />use to achieve balance in their quest to concurrently satisfy the<br />need to innovate while fulfilling the demands of existing clients<br />and products.
Schreuders, J., & Legesse, A. (2018). Organizational Ambidexterity: How Small Technology Firms Balance Innovation and Support. Technology Innovation Management Review, 2(2), 17–21. https://doi.org/10.22215/timreview/522