2020
DOI: 10.1016/j.lrp.2019.101927
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Complements or substitutes? A microfoundations perspective on the interplay between drivers of ambidexterity in SMEs

Abstract: Research on the microfoundations of ambidexterity has identified a number of drivers that shape the ability of individuals to overcome exploration-exploitation tensions. However, little is known about how these drivers interact and whether they act as complements or substitutes. In a two-stage survey of small and medium-sized enterprises, we find that formal structural drivers and informal contextual drivers of ambidexterity do not demonstrate complementarity, as generally assumed, but rather act at cross-purp… Show more

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Cited by 45 publications
(34 citation statements)
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“…Our conception of OA aligns with recent research that argues for an active and diverse role for individuals in the pursuit of OA (Mom et al, 2019;Zimmermann et al, 2020), with, in this context, an important role to be played by the organization's management to foster such a context. Accordingly, we propose the idea of mixed ambidexterity, where founders/mangers manage the appropriate balance between exploration and exploitation, depending on his leadership style (Figure 4).…”
Section: Discussion: Emergence Of Mixed Ambidexteritysupporting
confidence: 66%
“…Our conception of OA aligns with recent research that argues for an active and diverse role for individuals in the pursuit of OA (Mom et al, 2019;Zimmermann et al, 2020), with, in this context, an important role to be played by the organization's management to foster such a context. Accordingly, we propose the idea of mixed ambidexterity, where founders/mangers manage the appropriate balance between exploration and exploitation, depending on his leadership style (Figure 4).…”
Section: Discussion: Emergence Of Mixed Ambidexteritysupporting
confidence: 66%
“…In particular, our study suggests that the identification and synthesis of temporal conflict in TMT decisions should be positioned to deal with the paradoxical tensions associated with ambidexterity (Andriopoulos and Lewis, 2009; Raisch and Zimmermann, 2017). Therefore, our study joins the recent conversation focusing on explaining the microfoundations of innovation ambidexterity at the organizational level (Venugopal et al , 2020; Zimmermann et al , 2019).…”
Section: Discussionmentioning
confidence: 72%
“…Bledow et al , 2009, identifying contextual ambidexterity at team level). Outcomes of combining various antecedents may be contingent, thus requiring further study (see Zimmerman et al , 2020).…”
Section: Implications and Limitationsmentioning
confidence: 99%
“…Other researchers have referred to a notion of ambidexterity within teams, including some considered it in a limited way as one of the microfoundations of ambidexterity at firm level (see, e.g. Christofi et al , 2019; Martin et al , 2019; Venugopal et al , 2020; Zhang et al , 2021; Zimmermann et al , 2020). A mere notion of ambidexterity can imply something less than a fully developed organisational concept.…”
mentioning
confidence: 99%