| dc.description.abstract | The topics covered in this thesis are the dynamic balance between exploration and exploitation (ExE), organizational ambidexterity and innovation. The relevance of the study lies in the reduction of the knowledge gap, which still seeks to understand how the balance between ExE – as aspects of organizational activity which result in several types of innovation – changes over time and what factors alter such balance, reflecting an essential paradox of organizational life, as well as a strategic and managerial challenge. A single qualitative, procedural approach case study was developed, and results were generated inductively in a longitudinal analysis. The case study were chosen based on intentional criteria, leading to the choice of a innovative Brazilian financial services company. The digital transformation process analyzed included the changes brought about by the open banking model, leading to the integration of new business models in the company. An explanatory model of the process is presented as a result, describing its phases, characterized by categories and dimensions. They also originated a system of adaptation mechanisms and organizational solutions capable of explaining the dynamic balance between exploration and exploitation over time, enabling the company to implement the ambidexterity. By integrating the established theory to the emerging theory, five propositions were built. These propositions, added to the system of adaptation mechanisms and organizational solutions and to the process, generated the emerging theoretical model. Thus, managerial contributions also emerged, associating strategic direction, capacity for innovation and governance model as paths for the practical application of the emerging model. | en |
