ABSTRACT
The objective of this chapter is to discuss the most important antecedents to choosing ambidextrous strategy and to determine the outcomes of its implementation. The individual antecedents were divided into three basic groups related to (1) the environment’s uncertainty, (2) intraorganizational conditions, and (3) strategic leadership. Environmental uncertainty is related primarily to its complexity and dynamics, as well as unpredictability of changes occurring therein. In turn, intraorganizational conditions include a set of determinants established by means of resource-based and structural conditions, behavioral context, as well as the age and size of the organization. However, strategic choices in the company are made by the management, and therefore another group of antecedents is related to the capacity of management for ambidextrous activities and ambidextrous leadership. The combination of all these conditions determines strategic choices of the enterprise as to where and how to compete; however, individual strategic decisions are always undertaken in the context of potential benefits and expected performance. Therefore, I present here research showing the relationship between applying the ambidextrous approach and the performance achieved by companies.
