Opening the Black Box of Ambidexterity: Three Product Development Stories

Fiset, John; Dostaler, Isabelle

doi:10.22215/timreview/1060

Cited by 4 publications

(2 citation statements)

References 11 publications

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“…For example, identified four ambidextrous behaviors: ambidextrous individuals take the initiative and are alert to opportunities beyond the confines of their own jobs; they are cooperative and seek out opportunities to combine their efforts with others; they are brokers, always looking to build internal linkages; and they are multitaskers who are comfortable wearing more than one hat. These behaviors were also identified in the study by Fiset and Dostaler (2017). Lewis (2009, 2010) pointed out that ambidextrous individuals are individuals with passion and discipline.…”

Section: Issue 3: Specific Individuals and Characteristics Of Ambidextrous Individualsmentioning

confidence: 75%

The microfoundations of organizational ambidexterity: A systematic review of individual ambidexterity through a multilevel framework

Pertusa‐Ortega

Molina‐Azorín

Tarı́

et al. 2020

BRQ Business Research Quarterly

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The analysis of ambidexterity at the individual level may help to open the black box of organizational ambidexterity and to address the microfoundations of the exploration/exploitation dilemma in order to know how it can be achieved. The purpose of this article is to examine the main characteristics, antecedents, and consequences of individual ambidexterity, highlighting several key theoretical and methodological issues. Through a systematic literature review, we synthesize and integrate knowledge about individual ambidexterity, identifying opportunities and challenges for future research. We propose a multilevel framework that includes antecedents, consequences, and contingent effects of individual ambidexterity and their relationships. This multilevel framework may help to overcome the micro–macro divide in the management field. We also provide a synthesis of future research proposals. JEL CLASSIFICATION: M10

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Section: Issue 3: Specific Individuals and Characteristics Of Ambidextrous Individualsmentioning

confidence: 75%

The microfoundations of organizational ambidexterity: A systematic review of individual ambidexterity through a multilevel framework

Pertusa‐Ortega

Molina‐Azorín

Tarı́

et al. 2020

BRQ Business Research Quarterly

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show abstract

“…Adopted from Gibson and Birkinshaw (2004), Fiset and Dostaler (2017) suggest four ambidextrous behaviors (initiator, cooperator, broker, and multitasker) and explain how to create an organizational structure for ambidexterity to align and adapt at the individual level. Individual differences underpin the ambidextrous behavior of the members of the organization (Kauppila & Tempelaar, 2016Raisch et al, 2009) and understanding them is essential to under-standing ambidextrous behavior at the individual level (Raisch et al, 2009).…”

Section: Organizational Ambidexterity and Psychological Capitalmentioning

confidence: 99%

Psychological Capital and Organizational Performance: The Mediating Role of Organizational Ambidexterity

et al. 2022

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Background and purpose: Today’s dynamic environment is increasingly pressuring public organizations to be simultaneously flexible and efficient. The purpose of this study was to examine the mediating role of organizational ambidexterity in the relationship between psychological capital and the perfor-mance of public organizations that have bureaucratic limitations to their activity and are not as competitive as the private sector. Methods: A questionnaire was developed and distributed among the employees of Management and Planning Organizations in 31 provinces in Iran, and a total of 373 questionnaires were returned. The data was analysed using CFA to validate the measures, and then the mediating effects of organi-zational ambidexterity was tested. Results: The results indicated the significant relationship between psychological capital and organizational performance (B=0.55) and the positive mediation effect of organizational ambidexterity on this relationship (0.333). Conclusion: The findings can help managers of public organizations to enhance their organizational performance by strengthening psychological capital and ambidexterity.

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Hampered by creation: the unintended consequences of COVID-19 policies on creative firms

Dubois,

Bochud

2024

Industry and Innovation

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Opening the Black Box of Ambidexterity: Three Product Development Stories

Cited by 4 publications

References 11 publications

The microfoundations of organizational ambidexterity: A systematic review of individual ambidexterity through a multilevel framework

The microfoundations of organizational ambidexterity: A systematic review of individual ambidexterity through a multilevel framework

Psychological Capital and Organizational Performance: The Mediating Role of Organizational Ambidexterity

Hampered by creation: the unintended consequences of COVID-19 policies on creative firms

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