Abstract:

Nowadays, creativity is the fundamental category influencing the development and performance of the organization. Emerging changes and the "uncertainty of tomorrow" require companies to plan actions in distant future which, at the same time, carry significant risk of failure. It can be assumed that the more surprising, innovative product or service for end-users – the higher the likelihood of a company's success. Competing for ideas, and surprised by disruptive innovations and changes in consumer preferences resulting from cannibalization of products, processes and services[1] – entrepreneurs perform activities which aim to implement the imperative of ambidexterity. This category, based on the ability to manage conflicting activities, has been extensively discussed in the subject literature[2]. The main contexts in which it is analysed are the issues of exploitation and exploration, and more specifically the ability of companies to skilfully balance between these two categories[3]. Exploitation concerns productivity, efficiency, improvement and implementation, while exploration refers to change, experiment, flexibility and innovation[4]. Thus, a number of activities are simultaneously responsible for achieving the ambidexterity of the organization.