Change and innovation at the Canada School: an investigation into the antecedents of organizational ambidexterity

Abstract

This case study examines the antecedents present in the transformation of the Canada School from its founding to its present state characterized by structural ambidexterity. It provides insights into how an organization's history affects the development of a shared value and belief system focused on continuously searching for new innovations, seizing upon them, and reconfiguring organizational assets to capitalize upon them. Through the use of a single case, the history of the Canada School is traced through five stages of growth.