Effects of ambidextrous leadership and collaborative networks to develop sustainable business models
Keywords:
Ambidextrous Leadership, Collaborative Networks, Sustainable Business Models, Participatory Action Research (PAR), Organizational Studies, Value Generation, Market DifferentiationAbstract
The impact of ambidextrous leadership and collaborative networks on the development of sustainable business models was analyzed. The methodology is Participatory Action Research (PAR), with five large production companies. The discussion is presented under strategies related to the integration of processes, organizational culture, resource allocation and external collaboration, which provide a business framework, and thereby enable the proposal of a sustainable business model, which assumes the current challenges of a changing business environment, based on the development of organizational resilience, differentiation in the market and the generation of long-term value. The findings highlight the relevance of ambidextrous leadership (transactional and transformational) and participation in collaborative networks, accessing resources and knowledge, generating long-term value, adapting to the changing environment, promoting ambidextrous innovation (incremental and radical) and strengthening dynamic capabilities (traditional and emerging), to balance exploration and exploitation processes, developing business models that promote economic, social and environmental sustainability.
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