693
Views
8
CrossRef citations to date
0
Altmetric
Articles

Knowledge workers' ambidexterity: conceptual separation of competencies and behavioural dispositions

&

References

  • Adler, P.S., Goldoftas, B., and Levine, D.I. (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
  • Adler, P.S., Benner, M., Brunner, D.J., MacDuffie, J.P., Osono, E., Staats, B.R., Takeuchi, H., Tushman, M., and Winter, S.G. (2009), ‘Perspectives on the productivity dilemma’, Journal of Operations Management, 27(2), 99–113. doi: 10.1016/j.jom.2009.01.004
  • Ahuja, G., and Lampert, C.M. (2001), ‘Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough inventions’, Strategic Management Journal, 22, 521–543. doi: 10.1002/smj.176
  • Ambos, T.C., Mäkelä, K., Birkinshaw, J., and D'Este, P. (2008), ‘When does university research get commercialized? Creating ambidexterity in research institutions’, Journal of Management Studies, 45(8), 1424–1447. doi: 10.1111/j.1467-6486.2008.00804.x
  • Andriopoulos, C., and Lewis, M.W. (2009), ‘Exploitation-exploration tensions and organizational ambidexterity: managing paradoxes of innovation’, Organization Science, 20(4), 696–717. doi: 10.1287/orsc.1080.0406
  • Atuahene-Gima, K., and Ko, A. (2001), ‘An empirical investigation of the effect of market orientation and entrepreneurship orientation alignment on product innovation’, Organization Science, 12(1), 54–74. doi: 10.1287/orsc.12.1.54.10121
  • Bae, K., and Chung, C. (1997), ‘Cultural values and work attitudes of Korean industrial workers in comparison with those of the United States and Japan’, Work and Occupations, 24, 80–96. doi: 10.1177/0730888497024001006
  • Benner, M.J., and Tushman, M.L. (2003), ‘Exploitation, exploration, and process management: the productivity dilemma revisited’, Academy of Management Review, 28(2), 238–256.
  • Birkinshaw, J., and Gibson, C. (2004), ‘Building ambidexterity into an organization’, MIT Sloan Management Review, 45, 47–55.
  • Bledow, R., Frese, M., Anderson, N., Erez, M., and Farr, J. (2009), ‘A dialectic perspective on innovation: conflicting demands, multiple pathways, and ambidexterity’, Industrial and Organizational Psychology, 2(3), 305–337. doi: 10.1111/j.1754-9434.2009.01154.x
  • Bonesso, S., Gerli, F., and Scapolan, A. (2013), ‘The individual side of ambidexterity: do individuals’ perceptions match actual behaviors in reconciling the exploration and exploitation trade-off?’, European Management Journal, 32(3), 392–405. doi: 10.1016/j.emj.2013.07.003
  • Borgatti, S.P., and Cross, R. (2003), ‘A relational view of information seeking and learning in social networks’, Management Science, 49(4), 432–445. doi: 10.1287/mnsc.49.4.432.14428
  • Bracken, B.A., and Barona, A. (1991). ‘State of the art procedures for translating, validating and using psychoeducational tests in cross-cultural assessment’. School Psychology International, 12(1–2): 119–132. doi: 10.1177/0143034391121010
  • Buckland, M.K. (1991), ‘Information as thing’, JASIS, 42(5), 351–360. doi: 10.1002/(SICI)1097-4571(199106)42:5<351::AID-ASI5>3.0.CO;2-3
  • Cao, Q., Gedajlovic, E., and Zhang, H. (2009), ‘Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects’, Organization Science, 20(4), 781–796. doi: 10.1287/orsc.1090.0426
  • Carmeli, A., and Halevi, M.Y. (2009), ‘How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: the moderating role of contextual ambidexterity’, The Leadership Quarterly, 20(2), 207–218. doi: 10.1016/j.leaqua.2009.01.011
  • Cegarra-Navarro, J.G., Sánchez-Vidal, M.E., and Cegarra-Leiva, D. (2011), ‘Balancing exploration and exploitation of knowledge through an unlearning context: an empirical investigation in SMEs’, Management Decision, 49(7), 1099–1119. doi: 10.1108/00251741111151163
  • Chandrasekaran, A., Linderman, K., and Schroeder, R. (2012), ‘Antecedents to ambidexterity competency in high technology organizations’, Journal of Operations Management, 30(1–2), 134–151. doi: 10.1016/j.jom.2011.10.002
  • Chin, W.W. (1998), ‘The partial least squares approach to structural equation modeling’, Modern Methods for Business Research, 295(2), 295–336.
  • Duncan, R.B. (1976), ‘The ambidextrous organization: designing dual structures for innovation’, The Management of Organization, 1, 167–188.
  • Dyba, T. (2000), ‘Improvisation in small software organizations’, IEEE Software, 17(5), 82–87. doi: 10.1109/52.877872
  • Fang, C., Lee, J., and Schilling, M.A. (2010), ‘Balancing exploration and exploitation through structural design: the isolation of subgroups and organizational learning’, Organization Science, 21(3), 625–642. doi: 10.1287/orsc.1090.0468
  • Floyd, S.W., and Lane, P.J. (2000), ‘Strategizing throughout the organization: managing role conflict in strategic renewal’, Academy of Management Review, 25(1), 154–177.
  • Fong, C.T. (2006), ‘The effects of emotional ambivalence on creativity’, Academy of Management Journal, 49(5), 1016–1030.
  • Ford, J.K., MacCallum, R.C., and Tait, M. (1986), ‘The application of exploratory factor analysis in applied psychology: a critical review and analysis’, Personnel Psychology, 39(2), 291–314.
  • Ghiselli, E.E., Campbell, J.P., and Zedeck, S. 1981. Measurement Theory for the Behavioral Sciences, San Francisco, CA: WH Freeman.
  • Gibson, C.B., and Birkinshaw, J. (2004), ‘The antecedents, consequences, and mediating role of organizational ambidexterity’, Academy of Management Journal, 47(2), 209–226. doi: 10.2307/20159573
  • Good, D., and Michel, E.J. (2013), ‘Individual ambidexterity: exploring and exploiting in dynamic contexts’, The Journal of Psychology, 147(5), 435–453. doi: 10.1080/00223980.2012.710663
  • Gupta, A.K., Smith, K.G., and Shalley, C.E. (2006), ‘The interplay between exploration and exploitation’, Academy of Management Journal, 49(4), 693–706. doi: 10.5465/AMJ.2006.22083026
  • Hafkesbrink, J., Bachem, C., and Kulenović, D. (2012), ‘Contextual ambidexterity and individual competencies for exploration and exploitation in small and medium sized enterprises’, in Conference Proceedings from the International Society for Professional Innovation Management (ISPIM), pp. 1–25.
  • Hair, J.F., Black, W.C., Babin, B.J., Anderson, R.E., and Tatham, R.L. (2006), Multivariate data analysis (Vol. 6), Upper Saddle River, NJ: Pearson Prentice Hall.
  • He, Z.L., and Wong, P.K. (2004), ‘Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis’, Organization Science, 15(4), 481–494. doi: 10.1287/orsc.1040.0078
  • Hinkin, T.R., and Tracey, J.B. (1999), ‘An analysis of variance approach to content validation’, Organizational Research Methods, 2(2), 175–186. doi: 10.1177/109442819922004
  • Hobus, B., and Busch, M.W. (2011), ‘DBW-Stichwort-Organisationale Ambidextrie’, Betriebswirtschaft, 71(2), 189–193.
  • Hodgkinson, G.P., and Sparrow, P.R. (2002), The competent organization: A psychological analysis of the strategic management process, Bailrrig Lancaster: Open University Press.
  • Jansen, J.J., George, G., Van den Bosch, F.A., and Volberda, H.W. (2008), ‘Senior team attributes and organizational ambidexterity: the moderating role of transformational leadership’, Journal of Management Studies, 45(5), 982–1007. doi: 10.1111/j.1467-6486.2008.00775.x
  • Jaworski, B.J., and Kohli, A.K. (1993), ‘Market orientation: antecedents and consequences’, The Journal of marketing, 57(3), 53–70.
  • Kittilaksanawong, W., and Ren, Z. (2013), ‘Innovation capability building through intermediary organizations: cases of manufacturing small- and medium-sized enterprises from China's Zhejiang province’, Asian Journal of Technology Innovation, 21(sup2), 62–79. doi: 10.1080/19761597.2013.819247
  • Kostopoulos, K.C., and Bozionelos, N. (2011), ‘Team exploratory and exploitative learning: psychological safety, task conflict, and team performance.’, Group & Organization Management, 36(3), 385–415.
  • Kristal, M.M., Huang, X., and Roth, A.V. (2010), ‘The effect of an ambidextrous supply chain strategy on combinative competitive capabilities and business performance’, Journal of Operations Management, 28(5), 415–429. doi: 10.1016/j.jom.2009.12.002
  • Laureiro-Martínez, D., Brusoni, S., and Zollo, M. (2010), ‘The neuroscientific foundations of the exploration-exploitation dilemma’, Journal of Neuroscience, Psychology, and Economics, 3(2), 95–115. doi: 10.1037/a0018495
  • Lavie, D., Stettner, U., and Tushman, M.L. (2010), ‘Exploration and exploitation within and across organizations’, The Academy of Management Annals, 4(1), 109–155. doi: 10.1080/19416521003691287
  • Lee, I.G., Kim, S.Y., Lee, O.S., Lee, H.K., Yeon, S.J., Song, Y.W., and Kim, J. (2013), ‘Product orientations and the development strategies of new convergence products: moderating effects of corporate capabilities’, Asian Journal of Technology Innovation, 21(1), 34–51. doi: 10.1080/19761597.2013.810950
  • Levinthal, D.A., and March, J.G. (1993), ‘The myopia of learning’, Strategic Management Journal, 14(S2), 95–112. doi: 10.1002/smj.4250141009
  • Li, C.R. (2013), ‘How top management team diversity fosters organizational ambidexterity: the role of social capital among top executives’, Journal of Organizational Change Management, 26(5), 874–896. doi: 10.1108/JOCM-06-2012-0075
  • Li, Y.H., and Huang, J.W. (2013), ‘Exploitative and exploratory learning in transactive memory systems and project performance’, Information & Management, 50(6), 304–313. doi: 10.1016/j.im.2013.05.003
  • Lubatkin, M.H., Simsek, Z., Ling, Y., and Veiga, J.F. (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. doi: 10.1177/0149206306290712
  • MacKenzie, S.B., Podsakoff, P.M., and Podsakoff, N.P. (2011), ‘Construct measurement and validation procedures in MIS and behavioral research: integrating new and existing techniques’, MIS Quarterly, 35(2), 293–334.
  • March, J.G. (1991), ‘Exploration and exploitation in organizational learning’, Organization Science, 2(1), 71–87. doi: 10.1287/orsc.2.1.71
  • McCarthy, I.P., and Gordon, B.R. (2011), ‘Achieving contextual ambidexterity in R&D organizations: a management control system approach’, R&D Management, 41(3), 240–258.
  • Mom, T.J., Van Den Bosch, F.A., and Volberda, H.W. (2007), ‘Investigating managers’ exploration and exploitation activities: the influence of top-down, bottom-up, and horizontal knowledge inflows’, Journal of Management Studies, 44(6), 910–931. doi: 10.1111/j.1467-6486.2007.00697.x
  • Mom, T.J., Van Den Bosch, F.A., and Volberda, H.W. (2009), ‘Understanding variation in managers’ ambidexterity: investigating direct and interaction effects of formal structural and personal coordination mechanisms’, Organization Science, 20(4), 812–828. doi: 10.1287/orsc.1090.0427
  • Morgan, R.E., and Berthon, P. (2008), ‘Market orientation, generative learning, innovation strategy and business performance inter-relationships in bioscience firms’, Journal of Management Studies, 45(8), 1329–1353. doi: 10.1111/j.1467-6486.2008.00778.x
  • Nonaka, I., Byosiere, P., Borucki, C.C., and Konno, N. (1994), ‘Organizational knowledge creation theory: a first comprehensive test’, International Business Review, 3(4), 337–351. doi: 10.1016/0969-5931(94)90027-2
  • O'Reilly, C.A., and Tushman, M.L. (2004), ‘The ambidextrous organization’, Harvard Business Review, 82(4), 74–83.
  • O'Reilly, C.A., and Tushman, M.L. (2011), ‘Organizational ambidexterity in action: how managers explore and exploit’, California Management Review, 53(4), 5–22. doi: 10.1525/cmr.2011.53.4.5
  • Podsakoff, P.M., and Organ, D.W. (1986), ‘Self-reports in organizational research: problems and prospects’, Journal of Management, 12(4), 531–544. doi: 10.1177/014920638601200408
  • Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y., and Podsakoff, N.P. (2003), ‘Common method biases in behavioral research: a critical review of the literature and recommended remedies’, Journal of Applied Psychology, 88(5), 879–903. doi: 10.1037/0021-9010.88.5.879
  • Raisch, S., and Birkinshaw, J. (2008), ‘Organizational ambidexterity: antecedents, outcomes, and moderators’, Journal of Management, 34(3), 375–409. doi: 10.1177/0149206308316058
  • Raisch, S., Birkinshaw, J., Probst, G., and Tushman, M.L. (2009), ‘Organizational ambidexterity: balancing exploitation and exploration for sustained performance’, Organization Science, 20(4), 685–695. doi: 10.1287/orsc.1090.0428
  • Simsek, Z. (2009), ‘Organizational ambidexterity: towards a multilevel understanding’, Journal of Management Studies, 46(4), 597–624. doi: 10.1111/j.1467-6486.2009.00828.x
  • Smith, W.K., and Tushman, M.L. (2005), ‘Managing strategic contradictions: a top management model for managing innovation streams’, Organization Science, 16(5), 522–536. doi: 10.1287/orsc.1050.0134
  • Stemme, A., Deco, G., and Busch, A. (2007), ‘The neuronal dynamics underlying cognitive flexibility in set shifting tasks’, Journal of Computational Neuroscience, 23(3), 313–331. doi: 10.1007/s10827-007-0034-x
  • Swart, J., and Kinnie, N. (2007), ‘Simultaneity of learning orientations in a marketing agency’, Management Learning, 38(3), 337–357. doi: 10.1177/1350507607079033
  • Tissen, R., Deprez, F.L. and Andriessen, D. 1998. Value-Based Knowledge Management, San Francisco, CA: Addison Wesley Longman. ISBN 9067899291.
  • Turner, S.F., and Rindova, V. (2012), ‘A balancing act: How organizations pursue consistency in routine functioning in the face of ongoing change’, Organization Science, 23(1), 24–46.
  • Turner, N., Swart, J., and Maylor, H. (2012), ‘Mechanisms for managing ambidexterity: a review and research agenda’, International Journal of Management Reviews, 15(3), 317–332. doi: 10.1111/j.1468-2370.2012.00343.x
  • Tushman, M.L., and O'Reilly, C.A. (1996), ‘Ambidextrous organizations: managing evolutionary and revolutionary change’, California Management Review, 38(4), 8–30. doi: 10.2307/41165852
  • Uzzi, B., and Lancaster, R. (2003), ‘Relational embeddedness and learning: the case of bank loan managers and their clients’, Management Science, 49(4), 383–399. doi: 10.1287/mnsc.49.4.383.14427
  • Wells, G. (2007), ‘Semiotic mediation, dialogue and the construction of knowledge’, Human Development, 50(5), 244–274.
  • Wiklund, J., and Shepherd, D. (2003), ‘Knowledge-based resources, entrepreneurial orientation, and the performance of small and medium-sized businesses’, Strategic Management Journal, 24(13), 1307–1314. doi: 10.1002/smj.360
  • Wright, K. (2005), ‘Personal knowledge management: supporting individual knowledge worker performance’, Knowledge Management Research & Practice, 3(3), 156–165. doi: 10.1057/palgrave.kmrp.8500061

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.