How does ambidextrous leadership influence technological innovation performance? An empirical study based on high-tech enterprises

References

• Agnew, Christopher R., Timothy J. Loving, Benjamin Le, and Goodfriend Wind. 2004. “Thinking Close: Measuring Relational Closeness as Perceived Self-Other Inclusion.” In Handbook of Closeness & Intimacy, edited by Debra J. Mashek, Arthur Aron, 113–126. New York: Psychology Press.
   Google Scholar
• Audenaert, Mieke, Philippe Carette, Lynn M Shore, Thomas Lange, Thomas Van Waeyenberg, and Adelien Decramer. 2018. “Leader-Employee Congruence of Expected Contributions in the Employee-Organization Relationship.” The Leadership Quarterly 29 (3): 414–422.
   Web of Science ®Google Scholar
• Auvinen, Elina, Mari Huhtala, Ulla Kinnunen, Heidi Tsupari, and Taru Feldt. 2020. “Leader Motivation as a Building Block for Sustainable Leader Careers: The Relationship between Leadership Motivation Profiles and Leader and Follower Outcomes.” Journal of Vocational Behavior 120: 103428. doi:10.1016/j.jvb.2020.103428.
   Web of Science ®Google Scholar
• Avolio, Bruce J, Bernard M Bass, and Dong I Jung. 1999. “Re-examining the Components of Transformational and Transactional Leadership Using the Multifactor Leadership.” Journal of Occupational and Organizational Psychology 72 (4): 441–462.
   Web of Science ®Google Scholar
• Barrette, Elizabeth. 2010. “Balancing Powers: Leadership and Followship in Community.” Communities 148: 30–33.
   Google Scholar
• Bass, Bernard M. 1995. “Theory of Transformational Leadership Redux.” Leadership Quarterly 6 (4): 463–478.
   Web of Science ®Google Scholar
• Bass, Bernard M, Bruce J Avolio, Dong I Jung, and Yair Berson. 2003. “Predicting Unit Performance by Assessing Transformational and Transactional Leadership.” Journal of Applied Psychology 88 (2): 207–218.
   PubMed Web of Science ®Google Scholar
• Bass, Bernard M, and Ronald E Riggio. 2006. Transformational Leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
   Google Scholar
• Benner, M. J., and M. L. Tushman. 2003. “Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited.” Academy of Management Review 28 (2): 238–256.
   Web of Science ®Google Scholar
• Bhagat, Rabi S. 2002. “Culture’s Consequences: Comparing Values, Behaviors, Institutions, and Organizations Across Nations.” Academy of Management Review 27 (3): 460–462.
   Web of Science ®Google Scholar
• Cai, Yahua, Liangding Jia, Shuyang You, Hui Zhang, and Yanlu Chen. 2013. “The Influence of Differentiated Transformational Leadership on Knowledge Sharing and Team Creativity: A Social Network Explanation.” Acta Psychologica Sinica 45 (05): 585–598.
   Google Scholar
• Cao, Qing, Eric Gedajlovic, and Hongping Zhang. 2009. “Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects.” Organization Ence 20 (4): 781–796.
   Web of Science ®Google Scholar
• Case, Charleen R, Kyle E Conlon, and Jon K Maner. 2015. “Affiliation-seeking among the Powerless: Lacking Power Increases Social Affiliative Motivation.” European Journal of Social Psychology 45 (3): 378–385.
   Web of Science ®Google Scholar
• Chen, Yongxia, Liangding Jia, Chaoping Li, Jiwen Song, and Junjun Zhang. 2006. “Transformational Leadership, Psychological Empowerment and Employees’ Organizational Commitment: An Empirical Study in China.” Management World, no. 01: 96–105+144.
   Google Scholar
• Chen, Hong, and Shanshan Li. 2018. “Measuring the Psychological Distance between an Organization and Its Members—The Construction and Validation of a New Scale.” Frontiers in Psychology 8: 2296–2311.
   PubMed Web of Science ®Google Scholar
• Cheng, Zhongqi, Hongzhen Lei, and Juanli Lan. 2019. “The ‘Culture Gap’ of China’s Enterprise: An Empirical Study Based on Consistency and Distance of ‘Circle Culture’.” Journal of Industrial Engineering and Engineering Management 33 (01): 60–70.
   Google Scholar
• Chiho, Ok, and Park Jisung. 2018. “Change in Newcomers’ Job Satisfaction: Met-Expectations Effect as a Moderator.” Social Behavior and Personality: An International Journal 46 (9): 1513–1521.
   Web of Science ®Google Scholar
• Dashuai, Ren, and Zhu Bin. 2020. “How Does Paradoxical Leadership Affect Innovation in Teams: An Integrated Multilevel Dual Process Model.” Human Systems Management 39 (1): 11–26.
   Web of Science ®Google Scholar
• Dong, Yuntao, Kathryn M Bartol, Zhi-Xue Zhang, and Chenwei Li. 2017. “Enhancing Employee Creativity via Individual Skill Development and Team Knowledge Sharing: Influences of Dual-Focused Transformational Leadership.” Journal of Organizational Behavior 38 (3): 439–458.
   Web of Science ®Google Scholar
• Gkorezis, Panagiotis, and Aikaterini Kastritsi. 2017. “Employee Expectations and Intrinsic Motivation: Work-Related Boredom as a Mediator.” Employee Relations 39 (1): 100–111.
   Web of Science ®Google Scholar
• Grady, Victoria M, and James D Grady. 2013. “The Relationship of Bowlby’s Attachment Theory to the Persistent Failure of Organizational Change Initiatives.” Journal of Change Management 13 (2): 206–222.
   Google Scholar
• Granovetter, Mark. 1985. “Economic Action and Social Structure: The Problem of Embeddedness.” American Journal of Sociology 91 (3): 481–510.
   Web of Science ®Google Scholar
• Gumusluoglu, Lale, Zahide Karakitapoğlu-Aygün, and Terri A Scandura. 2017. “A Multilevel Examination of Benevolent Leadership and Innovative Behavior in R&D Contexts: A Social Identity Approach.” Journal of Leadership & Organizational Studies 24 (4): 479–493.
   Web of Science ®Google Scholar
• Hagedoorn, John, and Myriam Cloodt. 2003. “Measuring Innovative Performance: Is There an Advantage in Using Multiple Indicators?” Research Policy 32 (8): 1365–1379.
   Web of Science ®Google Scholar
• Hannes, Zacher, and Rosing Kathrin. 2015. “Ambidextrous Leadership and Team Innovation.” Leadership & Organization Development Journal 36 (1): 54–68.
   Web of Science ®Google Scholar
• Hayes, Andrew F. 2013. Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach (Methodology in the Social Sciences). Edited by David A. Kennny and Todd D. Little. New York: The Guilford Press.
   Google Scholar
• Joshi, Kshiti D, Saonee Sarker, and Suprateek Sarker. 2007. “Knowledge Transfer within Information Systems Development Teams: Examining the Role of Knowledge Source Attributes.” Decision Support Systems 43 (2): 322–335.
   Web of Science ®Google Scholar
• Jung, Dongil (Don), and John J Sosik. 2006. “Who Are the Spellbinders? Identifying Personal Attributes of Charismatic Leaders.” Journal of Leadership & Organizational Studies 12 (4): 12–26.
   Google Scholar
• Kassotaki, Olga. 2019. “Ambidextrous Leadership in High Technology Organizations.” Organizational Dynamics 48 (2): 37–43.
   Web of Science ®Google Scholar
• Keller, Tobias, and Jürgen Weibler. 2014. “What It Takes and Costs to Be an Ambidextrous Manager: Linking Leadership and Cognitive Strain to Balancing Exploration and Exploitation.” Journal of Leadership & Organizational Studies 22 (1): 54–71.
   Web of Science ®Google Scholar
• Kirkman, Bradley L., Gilad Chen, Jiing-Lih Farh, Zhen Xiong Chen, and Kevin B. Lowe. 2009. “Individual Power Distance Orientation and Follower Reactions to Transformational Leaders: A Cross-Level, Cross-Cultural Examination.” The Academy of Management Journal 52 (4): 744–764.
   Web of Science ®Google Scholar
• Klonek, Florian E, Fabiola H Gerpott, and Sharon K Parker. 2020. “A Conceptual Replication of Ambidextrous Leadership Theory: An Experimental Approach.” The Leadership Quarterly, 101473. doi:10.1016/j.leaqua.2020.101473.
   Google Scholar
• Leenders, Roger Th A.J., Jo M.L. Van Engelen, and Jan Kratzer. 2003. “Virtuality, Communication, and New Product Team Creativity: A Social Network Perspective.” Journal of Engineering and Technology Management – JET-M 20 (1-2 SPEC.): 69–92.
   Google Scholar
• Li, Yongqiang, Xuehua Wang, Lily Huang, and Xuan Bai. 2013. “How Does Entrepreneurs’ Social Capital Hinder New Business Development? A Relational Embeddedness Perspective.” Journal of Business Research 66 (12): 2418–2424.
   Web of Science ®Google Scholar
• Lian, Huiwen, D Lance Ferris, and Douglas J Brown. 2012. “Does Power Distance Exacerbate or Mitigate the Effects of Abusive Supervision? It Depends on the Outcome.” Journal of Applied Psychology 97 (1): 107–123.
   PubMed Web of Science ®Google Scholar
• Liu, Jun, Kai Zhang, and Lifeng Zhong. 2009. “The Formation and Impact of the Atmosphere of the ‘Error Routine’ of the Work Team: A Case Study Based on Successive Data.” Management World 8: 92–101.
   Google Scholar
• Ma, Jianfeng, Xing Zhou, Rui Chen, and Xia Dong. 2019. “Does Ambidextrous Leadership Motivate Work Crafting?” International Journal of Hospitality Management 77: 159–168.
   Web of Science ®Google Scholar
• Magee, Joe C. 2020. “Power and Social Distance.” Current Opinion in Psychology 33: 33–37.
   PubMed 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
• Martin, Scott L, Hui Liao, and Elizabeth M Campbell. 2012. “Directive versus Empowering Leadership: A Field Experiment Comparing Impacts on Task Proficiency and Proactivity.” Academy of Management Journal 56 (5): 1372–1395.
   Web of Science ®Google Scholar
• Meuser, Jeremy D, William L Gardner, Jessica E Dinh, Jinyu Hu, Robert C Liden, and Robert G Lord. 2016. “A Network Analysis of Leadership Theory: The Infancy of Integration.” Journal of Management 42 (5): 1374–1403.
   Web of Science ®Google Scholar
• Nerstad, Christina G L, Rosalind Searle, Matej Černe, Anders Dysvik, Miha Škerlavaj, and Ronny Scherer. 2018. “Perceived Mastery Climate, Felt Trust, and Knowledge Sharing.” Journal of Organizational Behavior 39 (4): 429–447.
   Web of Science ®Google Scholar
• Nie, Tianqi. 2017. “Study on the Influence of Psychologcial Distance on Knowledge Sharing Intention of Knowledge Workers.” Anhui University.
   Google Scholar
• Offermann, Lynn R., and Peta S. Hellmann. 1997. “Culture’s Consequences for Leadership Behavior: National Values in Action.” Journal of Cross-Cultural Psychology 28 (3): 342–351.
   Web of Science ®Google Scholar
• Opper, Sonja, Victor Nee, and Håkan J Holm. 2017. “Risk Aversion and Guanxi Activities: A Behavioral Analysis of CEOs in China.” Academy of Management Journal 60 (4): 1504–1530.
   Web of Science ®Google Scholar
• Preacher, Kristopher J., and Andrew F. Hayes. 2004. “SPSS and SAS Procedures for Estimating Indirect Effects in Simple Mediation Models.” Behavior Research Methods Instruments & Computers 36 (4): 717–731.
   PubMedGoogle Scholar
• Pronin, Emily, Christopher Y Olivola, and Kathleen A Kennedy. 2007. “Doing Unto Future Selves As You Would Do Unto Others: Psychological Distance and Decision Making.” Personality and Social Psychology Bulletin 34 (2): 224–236.
   PubMed Web of Science ®Google Scholar
• Raisch, Sebastian, and Julian Birkinshaw. 2008. “Organizational Ambidexterity: Antecedents, Outcomes, and Moderators.” Journal of Management 34 (3): 375–409.
   Web of Science ®Google Scholar
• Rosing, Kathrin, Michael Frese, and Andreas Bausch. 2011. “Explaining the Heterogeneity of the Leadership-Innovation Relationship: Ambidextrous Leadership.” The Leadership Quarterly 22 (5): 956–974.
   Web of Science ®Google Scholar
• Salzmann, Jan, and Anthony F. Grasha. 1991. “Psychological Size and Psychological Distance in Manager-Subordinate Relationships.” Journal of Social Psychology 131 (5): 629–646.
   Web of Science ®Google Scholar
• Schreuders, John, and Alem Legesse. 2012. “Organizational Ambidexterity: How Small Technology Firms Balance Innovation and Support.” Technology Innovation Management Review 2 (2): 17–21.
   Google Scholar
• Shen, Yimo, Yanhan Chu, Wanru Zhou, Yicheng Zhang, and Jun Liu. 2019. “The Influences of Team Differential Atmosphere on Team Members’ Performance: An Investigation of Moderated Mediation Model.” Management Science 35 (12): 104–115.
   Google Scholar
• Somech, Anit. 2006. “The Effects of Leadership Style and Team Process on Performance and Innovation in Functionally Heterogeneous Teams.” Journal of Management 32 (1): 132–157.
   Web of Science ®Google Scholar
• Stettner, Uriel, Barak S. Aharonson, and Terry L. Amburgey. 2014. “The Interplay Between Exploration and Exploitation in SMEs.” Technology Innovation Entrepreneurship and Competitive Strategy 14 (4): 3–13.
   Google Scholar
• Trope, Yaacov, and Nira Liberman. 2010. “Construal-Level Theory of Psychological Distance.” Psychological Review 117 (2): 440–463.
   PubMed Web of Science ®Google Scholar
• Turner, Scott F, and Violina Rindova. 2011. “A Balancing Act: How Organizations Pursue Consistency in Routine Functioning in the Face of Ongoing Change.” Organization Science 23 (1): 24–46.
   Web of Science ®Google Scholar
• Usoro, Abel, Mark W Sharratt, Eric Tsui, and Sandhya Shekhar. 2007. “Trust as an Antecedent to Knowledge Sharing in Virtual Communities of Practice.” Knowledge Management Research & Practice 5 (3): 199–212.
   Google Scholar
• Worley, Justin T, Sebastian Harenberg, and Justine Vosloo. 2020. “The Relationship between Peer Servant Leadership, Social Identity, and Team Cohesion in Intercollegiate Athletics.” Psychology of Sport and Exercise 49: 101712. doi:10.1016/j.psychsport.2020.101712.
   Web of Science ®Google Scholar
• Yi, Lin, Hongyi Mao, and Zongjun Wang. 2019. “How Paradoxical Leadership Affects Ambidextrous Innovation: The Role of Knowledge Sharing.” Social Behavior and Personality: An International Journal 47 (4): 1–15.
   Web of Science ®Google Scholar
• Zhang, Wei, Sunny Li Sun, Yuan Jiang, and Wenyao Zhang. 2019. “Openness to Experience and Team Creativity: Effects of Knowledge Sharing and Transformational Leadership.” Creativity Research Journal 31 (1): 62–73.
   Web of Science ®Google Scholar