Organizational ambidexterity through global strategic partnerships: A cognitive computing perspective

The key findings of the study highlight the critical gaps in traditional decision systems; cognitive computing as an enabler of ambidextrous orientation and facilitator of informational access for enhanced performance in case of global strategic partnerships.

Abstract

Cognitive computing holds considerable potential for holistic data interpretation in a dynamic business environment. It can act as an enabler of organizational ambidexterity. The present study explores the potential role cognitive computing can play in an organizational context with global partnerships. The study uses qualitative mode of enquiry and organizational information processing theory as the theoretical framework. Emergent categories were identified using thematic analyses. The key findings of the study highlight the critical gaps in traditional decision systems; cognitive computing as an enabler of ambidextrous orientation and facilitator of informational access for enhanced performance in case of global strategic partnerships.