JZ MH BS JPIM Research Forum 2019 submission - Accepted.pdf (308.03 kB)
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Transforming individual ambidexterity to organisational ambidexterity: a configurational perspective on leadership factors as an aggregating process

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conference contribution
posted on 02.08.2019 by Junyu Zhou, Mathew Hughes, Boyka Simeonova
Organisational ambidexterity (i.e. the ability to balance exploration and exploitation) is crucial to organisations’ survival and development. It can be achieved at multiple levels, but the connection between different levels, especially from the individual to the firm level, has received scant attention in the literature. Utilising micro-foundations theory, this paper aims to study how leadership factors (i.e. top team management [TMT] behavioural integration, a chief executive officer’s [CEO] characteristics and ambidextrous behaviours, and senior managers’ ambidextrous behaviours) complete a mechanism to transform individual ambidexterity (IA) to organisational ambidexterity (OA), filling the gap in the IA–OA process. Our study provides a configurational perspective on finding the sufficient combined effort among different leadership factors to complete the IA–OA process.

History

School

  • Business and Economics

Department

  • Business

Source

2019 JPIM Research Forum

Publisher

Product Development and Management Association (PDMA)

Version

AM (Accepted Manuscript)

Rights holder

© The authors

Acceptance date

31/07/2019

Publication date

2019

Language

en

Location

Orlando, Florida, USA

Event dates

2nd November 2019 - 3rd November 2019

Depositor

Prof Mat Hughes

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