Ambidexterity in Green Innovation: Organisational Consequences of Exploration and Exploitation Strategies

Abstract

Global warming and climate change are driving organisations to pursue green innovation efforts, which aim to reduce environmental impact and achieve sustainability goals. However, green innovations can be costly and difficult for organisations to implement in the short term. This study explores the concept of green organisational ambidexterity, defined as the simultaneous pursuit of exploration and exploitation strategies in green innovation activities. Organisations can create novel and innovative green products and processes as well as improve existing green products and processes by combining exploration and exploitation strategies. This situation provides organisations to compete more strategically in the long and short term while also being more environmentally friendly. The purpose of this study is to reveal the theoretical and conceptual framework of the concept of green organisational ambidexterity by reviewing the research conducted within the scope of the literature review and addressing its effects on organisations and sectors. In this regard, proposals are made to advance the body of literature addressing the concepts of green psychological capital, digital-technology adaptation, green strategic leadership and green strategic tension. The findings are intended to serve as a guideline for future research.