Department of Management

Double ambidexterity: How a Telco incumbent used business‐model and technology innovations to successfully respond to three major disruptions

Research output: Research - peer-reviewJournal article

Documents

DOI

  • Matti Kaulio
    Matti KaulioRoyal Institute of Technology, KTHSweden
  • Kent Thorén
    Kent ThorénRoyal Institute of Technology, KTHSweden
  • René Rohrbeck
We leverage the business model innovation and ambidexterity literature to investigate a contradictory case, the Swedish-Finnish Telecom operator TeliaSonera. Despite being challenged by three major disruptions, the company not only still exists but also enjoys remarkably good financial performance. Building on extant archival data and interviews, we carefully identify and map 26 organizational responses during 1992–2016. We find that the firm has overcome three critical phases by experimenting and pioneering with portfolios of business models and/or technological innovations. We describe this behaviour as double ambidexterity. We use an in-depth case study to conceptualize double ambidexterity and discuss its impact on the business's survival and enduring success.
Original languageEnglish
JournalCreativity and Innovation Management
Volume26
Issue number4
Pages (from-to)339-352
Number of pages14
ISSN0963-1690
DOIs
StatePublished - 2017

    Research areas

  • Business Model, Business Model Innovation, Telecommunication, Disruption, Ambidexterity, organizational ambidexterity, technology innovation, incumbent

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ID: 118942807