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Alexander Zimmermann
Title
Prof. Dr.
Last Name
Zimmermann
First name
Alexander
Email
alexander.zimmermann@unisg.ch
Phone
+41 71 224 2025
Now showing
1 - 10 of 29
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationType: conference paper
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PublicationComplements or Substitutes? Investigating the Interplay amongst Drivers of Ambidexterity in SMEs( 2018)
;Hill, Susan ;Birkinshaw, JulianJäckel, MartinAmbidexterity research has proposed a variety of drivers to reconcile the partly conflicting forces of exploration and exploitation. However, little is known about how these drivers interact and whether they act as complements or substitutes. In a two-stage survey of small and medium-sized enterprises, we find that formal structural drivers and informal contextual drivers of ambidexterity do not demonstrate complementarity as is generally assumed, but rather act at cross-purposes with each other. Furthermore, we find that ambidextrous executives (those with high levels of behavioral complexity) appear to render the effects of the other two drivers relatively unimportant, and are only ever associated with moderate levels of ambidexterity. These findings permit the development of important theoretical insights for ambidexterity research and for the broader theory on organizational paradox.Type: conference paper -
PublicationAvoiding the Downturn? How Ambidexterity and Public Policy influence Firm Performance Stability during Economic Crisis( 2017)
;Doblinger, Claudia ;Wales, WilliamA key question confronting managers during economic crisis is how their firms can remain stable while others experience downturns. To address this question, the present study uses non-linear modeling to examine how firm-internal responses (i.e., ambidexterity) and external public policy responses (i.e., demand-pull policies) affect the stability of firms’ performance in a recessionary economic context. Using survey data from German renewable energy firms and archival measures of firm performance stability, we find that ambidexterity has a U-shaped effect on performance stability. Conversely, demand-pull policies do not seem to have a significant effect on performance stability on their own. However, we find that firms with low levels of ambidexterity do benefit from demand-pull policies. These findings allow several contributions to the ambidexterity and public policy literatures and to the broader question of how firms and policy makers can tackle economic crisis.Type: conference paper -
PublicationComplements or Substitutes? Investigating the Interplay Amongst Drivers of Ambidexterity( 2017-08)
;Hill, Susan ;Birkinshaw, JulianJäckel, MartinType: conference paper -
PublicationHow to Become Ambidextrous? : The Interaction of Structure, Leadership, and Organizational Context( 2017)
;Hill, Susan ;Birkinshaw, JulianJäckel, MartinAmbidexterity research has proposed structural, leadership, and organizational context drivers to reconcile the conflicting forces of exploration and exploitation. However, little is known about how these drivers interact and whether they act as complements or substitutes. Based on a two-stage survey study amongst small and medium-sized enterprises, we find that structural drivers, leadership drivers, and organizational context drivers of ambidexterity do not demonstrate complementarity as is generally assumed, but may rather act at cross-purposes with each other. This finding permits the development of important theoretical insights for ambidexterity research.Type: conference paper -
PublicationAmbidextrous Leadership: Direct and Indirect Effects of Behavioral Complexity( 2016-08-08)
;Jäckel, Martin ;Hill, SusanBirkinshaw, JulianPrior research has emphasized the pivotal role of managers in developing ambidexterity at the unit level, i.e. within and across a single business unit or small to medium-sized enterprise (SME). While some researchers suggest that behaviorally complex managers reconcile the opposing forces of exploration and exploitation directly, others propose that they foster both activities indirectly by framing an ambidextrous organizational context. We hypothesize that these direct and indirect processes are not independent alternatives, but are interrelated. Based on a two-sample survey study, we find that SME managers affect unit-level ambidexterity directly and indirectly, while those of larger corporations’ business units only have an indirect effect. Our study extends and reconciles prior research on managerial and contextual ambidexterity, as well as theory on individual-level and unit-level ambidexterity. Further, we encourage future research on whether different types of organizational units require different paths to ambidexterity.Type: conference paper
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