Nonprofit sector ambidexterity: a framework for understanding innovation and strategy change in nonprofit organizations
研究了双元性概念在非营利组织的适用性，通过分析一个非营利组织10年间的两轮战略规划，识别了双元性的前因、促成机制、实践类型和创新成果，对非营利创新理论和跨部门实践有启示。
Organizational ambidexterity is recognized in public organizations for achieving innovation, but the concept remains undertheorized in non-profit organizations despite their crucial role in public service delivery. This study examines the applicability of ambidexterity to non-profits and proposes a framework for understanding it in the non-profit sector. By analysing two cycles of strategic planning in a non-profit organization over 10 years, we identify antecedents, enabling mechanisms, ambidexterity practices, the types of ambidexterity, and innovative outcomes. We discuss the implications for ambidexterity theory and practice, including the unique aspects of non-profit innovation and cross-sectoral insights given the increasingly blurred boundaries between sectors.