Ambidexterity Continuity and Shift in Evidence-based Management as a Change Response: Cases from Major League Baseball

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Peer-Reviewed Article

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The use of big data and predictive analytics offers promising insights as to how managers can build more effective “ambidextrous” organizations (i.e., those that can both exploit core competencies while exploring for innovation). In the context of sport management, and in particular Major League Baseball (MLB), there is a need to understand how sport managers can build ambidexterity into their organizations by responding and driving internal and external episodic and continuous change events through the use of big data needed to reconfigure resources (i.e., talent). In this article, we implement the lens of organizational ambidexterity as applied to data-driven practice by 1) extending Jackson and Leung’s framework to draw comparisons to MLB organizations, and 2) identifying where sport managers may succeed or could improve change responses to this end. Specifically, we implement a multi-case study approach to conceptually map various leadership practices and ambidexterity strategies to inform this gap in the literature.