Managers’ Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context
By Tom J. M. Mom, S. Fourné, Justin J. P. Jansen. 2015
230 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/a4b4cb2247c998baa79cc9f257f37749deb85bea
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In Organizational Behavior and Human Resource Management
In Strategy and Management
Citations in the corpus
- Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance (2018, background): “Nevertheless, ambidextrous leaders engage in complex cognitive processes (Mom et al. 2015) such as integrative or paradoxical thinking (Martin 2007; Smith and Tushman 2005) to accommodate the tensions that are likely to come out when pursuing a sort of diverse opportunities, goals, and needs.”
- Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “Thus, our studies are able to expand the research by confirming the relevance of individual ambidexterity for innovative performance in addition to managerial performance (Mom et al., 2015) and task performance (Good & Michel, 2013; Jasmand et al.”
- Rethinking ‘Top-Down’ and ‘Bottom-Up’ Roles of Top and Middle Managers in Organizational Change: Implications for Employee Support (2017, unknown): “…change MMs capitalize on synergies across units (Taylor and Helfat, 2009) and showcase their willingness and ability to exercise strategic leadership –which can be crucial for career advancement, reputation development, and mobility (Mom, Fourné, and Jansen, 2015; Ren and Guo, 2011).”