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The Dynamics of Ambidextrous Decision Making

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abstract Managerial ambidexterity has become an increasingly important concept in recent research. However, prior studies fail to provide conclusive theoretical insights on how managerial ambidexterity relates to organizational ambidexterity and superior performance. Based on System Dynamics Modeling, we simulate how managers' individual inclination interacts with organizational-level factors to guide resource allocation to exploitative and/or explorative innovation. Based on our simulation results, we argue that managerial ambidexterity only leads to organizational ambidexterity under moderate environmental conditions. Counter intuitively, we provide insights that, for stable (or dynamic) environments, an inclination biased towards exploration (or exploitation) is more beneficial for creating organizational ambidexterity
   
type conference paper (English)
   
keywords Ambidexterity, Decision Making
   
name of conference 71st Annual Meeting of Academy of Management 2011 (San Antonio)
date of conference 12-8-2011
title of proceedings West Meets East: Enlightening, Balancing, and Transcending
volume / edition Paper Session 681
publisher Academy of Management (New York)
review not reviewed
   
citation Luger, J., Zimmermann, A., & Grösser, S. N. (2011). The Dynamics of Ambidextrous Decision Making. In West Meets East: Enlightening, Balancing, and Transcending, Paper Session 681. New York: Academy of Management.