Ambidexterity in a service company and the business environment as a trigger for strategic flexibility: a case study

Abstract

Purpose:The main objective of this study is to analyse if a service company can be ambidextrous, as well as to determine whether the changing environment can trigger strategic flexibility. In addition, we investigate the relationship between ambidexterity and flexibility. Design/Methodology: To achieve these objectives, we propose a research model based on literature and theoretical background that we test in an exploratory way in a service company: Best-House, which has one of its headquarters in Castellón de la Plana. To do so, we conducted a study based on interviews with the company's director and observation of the workers. Findings:The results show that a service company can develop into an ambidextrous company, with the support of top management and through structural ambidexterity. These characteristics are vital for its success in balancing short and long term objectives. It is also observed that in a changing environment such as real estate, strategic flexibility develops. In addition, ambidexterity and corporate entrepreneurship are dynamic capabilities capable of adapting to change.