The individual side of ambidexterity: Do individuals’ perceptions match actual behaviors in reconciling the exploration and exploitation trade-off?

Bonesso, Sara; Gerli, Fabrizio; Scapolan, Anna Chiara

doi:10.1016/j.emj.2013.07.003

Cited by 98 publications

(85 citation statements)

References 56 publications

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“…Therefore, organizations need to renew their HR by both exploiting existing competencies and exploring new ones to accommodate with intensive competition of business environment (Kitapcia & Celik, 2014). Furthermore, Bonesso, Gerli & Scapolan (2015) identified how the consistency between individuals' perceptions and their behaviors may contribute to sustaining or jeopardizing full HRMA because of the critical effect of this kind of ambidexterity on sustaining and developing talents.…”

Section: The Effect Of Hrma On Tmmentioning

confidence: 99%

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

Alkerdawy¹

2016

IBR

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This study investigates the moderating role of electronic human resource management (e-HRM) in the relationship between human resource management ambidexterity (HRMA) and talent management (TM) using data collected from 430 managers working in 10 international banks in Egypt. e-HRM was found to be an important moderator of the relationship between HRMA and TM. The more dependence on e-HRM in executing human resource policies in banks, the greater influence of HRMA on TM. The results referred also a positive and significant influence of both HRMA and e-HRM on TM. This study concludes by discussing managerial implications and the limitations should be addressed in future research.

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Section: The Effect Of Hrma On Tmmentioning

confidence: 99%

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

Alkerdawy¹

2016

IBR

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“…Individual, team, inter-organizational, and sectoral levels are of increasing scholarly interest [59,[63][64][65][66][67]. The RIS literature, however, has largely overlooked the exploration-exploitation approach, despite possible linkages to it.…”

Section: Applications To Regional Innovationmentioning

confidence: 99%

The evolving nature of China's regional innovation systems: Insights from an exploration–exploitation approach

Wang

Sutherland

Ning

et al. 2015

Technological Forecasting and Social Change

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“…Mom et al (2007Mom et al ( , 2009 give a detailed account of managers' ambidextrous behavior and show not only firm level ambidexterity can be pursued but also individual level ambidexterity can be managed. Bonesso et al (2014) further discuss the complex relation between individual perception and behavior of ambidexterity in working context and show how it is related to individual characteristics.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…More contextual factors were highlighted by later research such as how human resource management practices could help implement ambidexterity (Kang and Snell, 2000). Micro-level analysis such as individual level or team/group level analysis has been limited and advocated for further theorization and more empirical research (Turner et al, 2013;Mom et al, 2007;Bonesso et al, 2014;Raisch and Birkinshaw, 2008). Extant literature represented by Mom et al (2007Mom et al ( , 2009) and Bonesso et al (2014) has primarily focused on cognitive and behavioral factors.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…Micro-level analysis such as individual level or team/group level analysis has been limited and advocated for further theorization and more empirical research (Turner et al, 2013;Mom et al, 2007;Bonesso et al, 2014;Raisch and Birkinshaw, 2008). Extant literature represented by Mom et al (2007Mom et al ( , 2009) and Bonesso et al (2014) has primarily focused on cognitive and behavioral factors. Mom et al (2007Mom et al ( , 2009 give a detailed account of managers' ambidextrous behavior and show not only firm level ambidexterity can be pursued but also individual level ambidexterity can be managed.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

See 1 more Smart Citation

Ambidexterity between operation and innovation: A stochastic queuing model

Shang¹,

Guo²

2017

Afr. J. Bus. Manage.

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The notion of productivities dilemma indicates that organizations need to balance the tension between operation and innovation to ensure both short term performances and long term adaptability. Ambidexterity as a solution to productivity dilemma has lack analysis on micro-level ambidexterity. In this paper, a group process view and a stochastic queuing model were adopted to study the optimal time arrangement between operation and innovation. Our research reveals that time division between operation and innovation will have negative impact on operational efficiency; however, such negative impact can be managed through certain rhythm of time division between operation and innovation. Specifically, arranging frequent innovative activities is optimal to the situation between operation and exploitive innovation; whereas arranging infrequent innovative activities is optimal to the situation between operation and explorative innovation. Further, our result also may help managers to identify the timing to accelerate or decelerate the innovative activities while keeping the operational efficiency in an optimal state.

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The individual side of ambidexterity: Do individuals’ perceptions match actual behaviors in reconciling the exploration and exploitation trade-off?

Cited by 98 publications

References 56 publications

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

The Relationship between Human Resource Management Ambidexterity and Talent Management: The Moderating Role of Electronic Human Resource Management

The evolving nature of China's regional innovation systems: Insights from an exploration–exploitation approach

Ambidexterity between operation and innovation: A stochastic queuing model

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