Unplanned managerial work: an ambidextrous learning potential

References

• Adler, Paul, Barbara Goldoftas, and David Levine. 1999. “Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System.” Organization Science 10 (1): 43–68. doi:10.1287/orsc.10.1.43.
   Web of Science ®Google Scholar
• Alvesson, Mats, and André Spicer. 2011. “Once Again: The (Un) Bearable Slipperiness of Leadership.” In Metaphors We Lead By: Understanding Leadership in the Real World, edited by Mats Alvesson, and André Spicer, 194–205. Abingdon: Routledge.
   Google Scholar
• Antonacopoulou, Elena P. 2006. “The Relationship Between Individual and Organizational Learning: New Evidence from Managerial Learning Practices.” Management Learning 37 (4): 455–473.
   Web of Science ®Google Scholar
• Argyris, Chris. 2010. Organizational Traps. Leadership, Culture, Organizational Design. New York: Oxford University Press Inc.
   Google Scholar
• Ates, Aylin, Patrizia Garengo, Paola Cocca, and Umit Bititci. 2013. “The Development of SME Managerial Practice for Effective Performance Management.” Journal of Small Business and Enterprise Development 20 (1): 28–54.
   Google Scholar
• Barley, Stephen R., and Gideon Kunda. 2001. “Bringing Work Back In.” Organization Science 12 (1): 76–95.
   Web of Science ®Google Scholar
• Berends, Hans, Kees Boersma, and Mathieu Weggeman. 2003. “The Structuration of Organizational Learning.” Human Relations 56 (9): 1035–1056.
   Web of Science ®Google Scholar
• Birkinshaw, Julian, and Kamini Gupta. 2013. “Clarifying the Distinctive Contribution of Ambidexterity to the Field of Organization Studies.” Academy of Management Perspectives 27 (4): 287–298.
   Web of Science ®Google Scholar
• Boud, David, Peter Cressey, and Peter Docherty. 2006. Productive Reflection at Work: Learning for Changing Organizations. Abingdon: Routledge.
   Google Scholar
• Boud, David, and Paul Hager. 2012. “Re-thinking Continuing Professional Development Through Changing Metaphors and Location in Professional Practices.” Studies in Continuing Education 34 (1): 17–30.
   Web of Science ®Google Scholar
• Cressey, Peter, David Boud, and Peter Docherty. 2006. “The Emergence of Productive Reflection.” In Productive Reflection at Work: Learning for Changing Organizations, edited by David Boud, Peter Cressey and Peter Docherty. 11–26. Abingdon: Routledge.
   Google Scholar
• Dixon, Nancy M. 2017. The Organizational Learning Cycle: How We Can Learn Collectively. Abingdon: Routledge.
   Google Scholar
• Easterby-Smith, Mark, Richard Thorpe, and Paul R Jackson. 2015. Management and Business Research. London: Sage.
   Google Scholar
• Edmondson, Amy. 2012. “Teamwork on the Fly.” Harvard Business Review 90 (4): 72–80.
   Web of Science ®Google Scholar
• Eisenhardt, Kathleen M., Nathan R. Furr, and Christopher B. Bingham. 2010. “Microfoundations of Performance: Balancing Efficiency and Flexibility in Dynamic Environments.” Organization Science 21 (6): 1263–1273. doi:10.1287/orsc.1100.0564.
   Web of Science ®Google Scholar
• Ellström, Per-Erik. 1992. Kompetens, utbildning och lärande i arbetslivet. Problem, begrepp och teoretiska perspektiv. Stockholm: Norstedts Juridik AB.
   Google Scholar
• Ellström, Per-Erik. 2001. “Integrating Learning and Work: Problems and Prospects.” Human Resource Development Quarterly 12 (4): 421–430.
   Google Scholar
• Ellström, Per-Erik. 2002. “Time and the Logics of Learning.” Lifelong Learning in Europe 7 (2): 86–93.
   Google Scholar
• Ellström, Per-Erik. 2006. “The Meaning and Role of Reflection in Informal Learning at Work.” In Productive Reflection at Work, edited by David Boud, Peter Cressey, and Peter Docherty. 43-53. New York: Routledge.
   Google Scholar
• Ellström, Per-Erik. 2011. “Informal Learning at Work: Conditions, Processes and Logics.” In The Sage Handbook of Workplace Learning, edited by Margaret Malloch, Len Cairns, Karen Evans, Bridget N O′Connor. 105–119. London: Sage.
   Google Scholar
• Ellström, Eva, Bodil Ekholm, and Per-Erik Ellström. 2008. “Two Types of Learning Environment.” Journal of Workplace Learning 20 (2): 84–97.
   Google Scholar
• Engeström, Yrjo. 1999. “Innovative Learning in Work Teams: Analyzing Cycles of Knowledge Creation in Practice.” In Perspectives on Activity Theory, edited by Yrjö Engeström, Reijo Miettinen, Raija-Leena Punamäki. 377–404. New York: Cambridge University Press.
   Google Scholar
• Engström, Annika. 2014. Lärande samspel för effektivitet: En studie av arbetsgrupper i ett mindre industriföretag. Linköping: Linköping University Electronic Press.
   Google Scholar
• Engström, Annika. 2016. “Arbetsmöten-arenor för samspel och lärande.” Pedagogisk Forskning i Sverige 21 (3–4): 283–305.
   Google Scholar
• Engström, Annika, and Joakim Wikner. 2017. “Identifying Scenarios for Ambidextrous Learning in a Decoupling Thinking Context.” Paper presented at the IFIP International Conference on Advances in Production Management Systems.
   Google Scholar
• Eraut, Michael. 2004. “Informal Learning in the Workplace.” Studies in Continuing Education 26 (2): 247–273.
   Google Scholar
• Farjoun, Moshe. 2010. “Beyond Dualism: Stability and Change as a Duality.” Academy of Management Review 35 (2): 202–225.
   Web of Science ®Google Scholar
• Fayol, Henri. 1916. General and Industrial Management. London: Pitman.
   Google Scholar
• Florén, Henrik. 2005. “Managerial Work and Learning in Small Firms.” PhD thesis, Chalmers University of Technology.
   Google Scholar
• Gibson, Cristina B, and Julian Birkinshaw. 2004. “The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity.” Academy of Management Journal 47 (2): 209–226.
   Web of Science ®Google Scholar
• Goh Yuen Sze, Adeline. 2019. “Rethinking Reflective Practice in Professional Lifelong Learning Using Learning Metaphors.” Studies in Continuing Education 41 (1): 1–16.
   Web of Science ®Google Scholar
• Knipfer, Kristin, Barbara Kump, Daniel Wessel, and Ulrike Cress. 2013. “Reflection as a Catalyst for Organisational Learning.” Studies in Continuing Education 35 (1): 30–48.
   Web of Science ®Google Scholar
• Lam, Alice. 2019. “Ambidextrous Learning Organizations.” In The Oxford Handbook of the Learning Organization, edited by Örtenblad Anders, 163–180. Oxford: Oxford University Press.
   Google Scholar
• Levinthal, Daniel A, and James G. March. 1993. “The Myopia of Learning.” Strategic Management Journal 14 (S2): 95–112. doi:10.1002/smj.4250141009.
   Web of Science ®Google Scholar
• Lizier, Amanda L, and Ann Reich. 2020. “Learning Through Work and Structured Learning and Development Systems in Complex Adaptive Organisations: Ongoing Disconnections.” Studies in Continuing Education, 1–16. doi:10.1080/0158037X.2020.1814714
   Web of Science ®Google Scholar
• Lubatkin, Michael H, Zeki Simsek, Yan Ling, and John F. Veiga. 2006. “Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration.” Journal of Management 32 (5): 646–672.
   Web of Science ®Google Scholar
• March, James G. 1991. “Exploration and Exploitation in Organizational Learning.” Organization Science 2 (1): 71–87.
   Web of Science ®Google Scholar
• McDonald, Seonaidh. 2005. “Studying Actions in Context: A Qualitative Shadowing Method for Organizational Research.” Qualitative Research 5 (4): 455–473.
   Google Scholar
• Mintzberg, Henry. 1973. The Nature of Managerial Work. New York: Harper & Row.
   Google Scholar
• Moqvist, Louise. 2005. Ledarskap i vardagsarbetet: en studie av högre chefer i statsförvaltningen. Institutionen för beteendevetenskap. Linköping: UniTryck.
   Google Scholar
• Nonaka, Ikujiro, and Hirotaka Takeuchi. 1995. The Knowledge-Creating Company: How Japanese Create the Dynamics of Innovation. New York: Oxford University Press.
   Google Scholar
• Örtenblad, Anders. 2018. “What Does “Learning Organization” Mean?” The Learning Organization 25 (3): 150–158.
   Web of Science ®Google Scholar
• Santa, Mijalce. 2015. “Learning Organisation Review – A “Good” Theory Perspective.” The Learning Organization 22 (5): 242–270.
   Web of Science ®Google Scholar
• Sayles, Leonard R. 1964. Managerial Behavior: Administration in Complex Organizations. New York: McGraw-Hill.
   Google Scholar
• Senge, Peter. M. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Bantam Doubleday.
   Google Scholar
• Slack, Nigel, and Alistair Brandon-Jones. 2018. Operations and Process Management: Principles and Practice for Strategic Impact. Harlow: Pearson UK.
   Google Scholar
• Smith, Wendy K, and Michael L. Tushman. 2005. “Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams.” Organization Science 16 (5): 522–536.
   Web of Science ®Google Scholar
• Tengblad, Stefan. 2012. The Work of Managers: Towards a Practice Theory of Management. New York: Oxford University Press.
   Google Scholar
• Wallo, Andreas, Per-Erik Ellström, and Henrik Kock. 2013. “Leadership as a Balancing Act Between Performance-and Development-Orientation.” Leadership & Organization Development Journal 34 (3): 222–237.
   Web of Science ®Google Scholar