In Pursuit of the Ambidextrous Graduate: Potentiality between Exploration and Exploitation

Costea, Bogdan; Amiridis, Kostas; Crump, Norman

doi:10.1108/s0733-558x(2013)0000037006

Cited by 3 publications

(2 citation statements)

References 14 publications

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“…Consequently, ambidexterity at an individual level can be seen as initiating factors, which produce synergies that will develop exploration and exploitation at an organizational level (Alghamdi, 2018), meaning that exploration and exploitation spread out through parallel patterns from the individual level towards the organizational level (Nielsen et al, 2018). Accordingly, the strategic option of ambidexterity at the organizational macro-level can be considered as being initiated at the individual leader's and employee's micro-level (Costea et al, 2012;Raisch et al, 2009). Considering that external environment, OA and organizational performance refer to organizational level-2 and LSI and employee's engagement refer to individual level-1, we distinguish four mediating mechanisms in our integrative multilevel framework that is presented in Figure 1: environmentambidexterityperformance (i.e., 2-2-2), LSIwork engagementambidexterity (i.e., 1-1-2), LSIambidexterityperformance (i.e., 1-2-2), and work engagementambidexterityperformance (1-2-2).…”

Section: The Integrative Multi-level Frameworkmentioning

confidence: 99%

A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes

Katou

Budhwar

Patel

2021

Journal of Business Research

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By proposing an integrative multilevel framework, this paper analyzes the simultaneous impact of two internal micro-antecedents (i.e., leader's social intelligence and employee's work engagement) and one external macro-antecedent (i.e., dynamically changing environment) of organizational ambidexterity on two dimensions of organizational performance (i.e., creativity and productivity) through the simultaneous pursuance of organizational exploration and exploitation by firms. The analysis is based on a sample of 657 Greek employees working in 99 private organizations, by adopting a multi-level structural equation modeling via Mplus. The findings reflect that leader's social intelligence has higher positive impact on creativity through exploration activities, compared to productivity through exploitation activities. Additionally, the dynamically changing environment has a lower positive impact on creativity compared to the positive impact on productivity. This study contributes to the field of ambidexterity and behavioral integration literature by simultaneously examining micro-and macro-antecedents and consequences of organizational ambidexterity.

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Section: The Integrative Multi-level Frameworkmentioning

confidence: 99%

A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes

Katou

Budhwar

Patel

2021

Journal of Business Research

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“…Ambidexterity at an individual level is not only a possible level at which an organization can balance both exploration and exploitation behaviors, but is also needed for combining and gaining synergies between exploration and exploitation activities at a higher organizational level. March's analysis of two interrelated modes of strategic organizational option, i.e., exploration and exploitation can be deployed in a way where management deals with not only an organization as a whole, but also an individual worker pertain to that whole (Costea et al 2012;Raisch et al 2009;Levinthal and March 1993;March 1991). So far, to the best of my knowledge, there has been no such empirical research in southern Saudi Arabia to examine the core proposition of ambidexterity theory of leadership for innovation.…”

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confidence: 99%

Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance

2018

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Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, hence motivating employee innovative performance. Applying the ambidexterity theory of leadership for innovation, results revealed that leader opening and closing behaviors positively predicted employee exploration and exploitation behaviors, respectively, above and beyond the control variables. Moreover, results showed that employee innovative performance was significantly predicted by leader opening behavior, leader closing behavior, and the interaction between leaders' opening and closing behaviors, above and beyond control variables. Keywords: Ambidextrous leadership, Ambidextrous employee, Employee innovative performance BackgroundOver the last decade, there has been an enormous interest in theory and research on organizational ambidexterity. Long-term development and success rely on the organization's ability to exploit its current competencies while simultaneously exploring essentially new competencies. Organizations are constantly facing accelerating macro-and microlevel environmental changes, challenging to become dynamic and adapt to the unstable and heterogeneous context. Therefore, it is crucial for organizations to continuously adapt to external threats and opportunities and react with innovations and structural alignments. Organizational literature claimed that successful organizations within dynamic environments are ambidextrous which are aligned and efficient in the present while adaptable to future changes (Kauppila and Tempelaar 2016;Taródy 2016;Cao et al. 2009).Researchers have claimed that ambidexterity is not only a significant antecedent of innovation at the organizational level, but also teams and individual workers have to deal with the tension between exploration and exploitation to be innovative. Leadership has been considered to be one of the most influential predictors of worker innovation and organizational development (Zacher et al. 2016;Hunter et al. 2011;Bledow et al. 2009). It has been argued that leaders have to encourage both exploration and exploitation behaviors among their employees, and hence the combination of high levels of both employee Journal of Innovation and Entrepreneurship © The Author(s). 2018Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made.Alghamdi Journal of Innovation and Entrepreneurship (2018) 7:1 https://doi.org/10.1186/s13731-018-0081-8 exploration and exploitation behaviors should result in high innovative performance (Rosing et al. 2011). The ambidexterity theory of leadership for innovation posits that leaders who engage in ambidextrous leadership behavior, i.e., opening and cl...

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Unlocking the potential of retail department managers: dilemma of exploitation and exploration

Hiltunen

2013

IJHRDM

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In Pursuit of the Ambidextrous Graduate: Potentiality between Exploration and Exploitation

Cited by 3 publications

References 14 publications

A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes

A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes

Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance

Unlocking the potential of retail department managers: dilemma of exploitation and exploration

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