When ambidexterity backfires: Strategic discipline in new technology ventures

Few businesses start with a systematic and disciplined strategy. Although issues related to the management of continuity and change are well documented in mature corporations, transitions between strategic postures in the early years of technology ventures have received less attention. We expand literature on strategy evolution and organizational ambidexterity by analyzing transitions between strategic orientations towards continuity- change across key decision domains: technology and marketing. Examining longitudinal case studies on cell therapy companies we develop theoretical insights into the dynamics of ambidexterity and strategic discipline in technology ventures, highlighting pitfalls and opportunities in managing continuity and change over time.