Department of Management

René Rohrbeck

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

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  • Matti Kaulio, Royal Institute of Technology, KTH, Sweden
  • Kent Thorén, Royal Institute of Technology, KTH, Sweden
  • 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
Pages (from-to)339-352
Number of pages14
Publication statusPublished - 2017

    Research areas

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

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