The DOI matches its Crossref record; 11 of the 11 references it cites were found in a registry or an index.
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership
Open accessAbstract
abstract Organizations capable of pursuing exploration and exploitation simultaneously have been suggested to obtain superior performance. Combining both types of activities and achieving organizational ambidexterity, however, leads to the presence of multiple and often conflicting goals, and poses considerable challenges to senior teams in ambidextrous organizations. This study explores the role of senior team attributes and leadership behaviour in reconciling conflicting interests among senior team members and achieving organizational ambidexterity. Findings indicate that a senior team shared vision and contingency rewards are associated with a firm's ability to combine high levels of exploratory and exploitative innovations. In addition, our study shows that an executive director's transformational leadership increases the effectiveness of senior team attributes in ambidextrous organizations and moderates the effectiveness of senior team social integration and contingency rewards. Hence, our study clarifies how senior executives reconcile conflicting demands and facilitate the balancing of seemingly contradictory forces in ambidextrous organizations. Implications for literatures on senior team attributes, transformational leadership and organizational ambidexterity are discussed.
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Cites
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Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis
He, Z.-L., & Wong, P.-K. (2004) · Organization Science · doi:10.1287/orsc.1040.0078 · Cited by 3,737 · cited 5×
“Following prior studies, we consider exploratory and exploitative innovation as orthogonal (Gibson and Birkinshaw, 2004; He and Wong, 2004) and used a two-step approach to develop a measure for organizational ambidexterity.”
InfluentialJansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2006) · Management Science · doi:10.1287/mnsc.1060.0576 · Cited by 3,705
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Cited by
Anderson, N., Potočnik, K., & Zhou, J. (2014) · Journal of Management · doi:10.1177/0149206314527128 · Cited by 3,103
Organizational Ambidexterity: Past, Present, and Future
O'Reilly, C. A., & Tushman, M. L. (2013) · Academy of Management Perspectives · doi:10.5465/amp.2013.0025 · Cited by 2,580
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009) · Organization Science · doi:10.1287/orsc.1090.0428 · Cited by 2,224
Metadata
- Authors
- Jansen, J. J. P., George, G., Van den Bosch, F. A. J., & Volberda, H. W.
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2008-06-28
- Volume
- 45
- Issue
- 5
- Pages
- 982-1007
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W1981372012
- Cited by
- 605
- References
- 11
- FWCI
- 25.19
- Type
- journal article
- Language
- en
- Open access
- green
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