Leading to Ambidexterity : The Direct and Indirect Effects of Behavioral Complexity in SMEs and Business Units
Type
conference paper
Date Issued
2013-08-09
Author(s)
Abstract
Prior studies argue that behaviorally complex managers may contribute to an organizational unit's ambidexterity. While some suggest that such managers reconcile exploration and exploitation directly, others propose that they foster both activities indirectly by framing an ambidextrous behavioral context. We hypothesize that these direct and indirect processes are not independent alternatives, but are interrelated. Based on two samples, we find that SMEs' 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 the literature on managerial and contextual ambidexterity, as well as that on individual-level and unit-level ambidexterity. The insight that the effectiveness of different paths to ambidexterity may depend on the type of organization under study, is further discussed.
Language
English
Keywords
Ambidexterity
Behavioral Complexity
Behavioral Context
SMEs
Business Units
HSG Classification
contribution to scientific community
Refereed
Yes
Book title
Capitalism in Question
Publisher
Academy of Management
Publisher place
New York
Start page
40
Event Title
73rd Academy of Management Annual Meeting (AOM) 2013 "Capitalism in Question"
Event Location
Orlando, FL
Event Date
09.-13.08.2013
Subject(s)
Division(s)
Eprints ID
222292