Transformational leadership and ambidexterity in the context of an acquisition

By Louise A. Nemanich, Dusya Vera. 2009

332 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/a58f53d60cfb5c31d1480594a4ef6f85dfa7ae1c

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Organizational Ambidexterity: Past, Present, and Future (2013, unknown): “…than a structural one (O’Reilly & Tushman, 2011; Smith & Tushman, 2005; Smith, Binns & Tushman, 2010), a finding confirmed in several other studies (e.g., Carmeli & Halevi, 2009; Jansen, George, Van den Bosch & Volberda, 2008; Jansen, Vera & Crossan, 2009; Lai & Weng, 2010; Nemanich & Vera, 2009).”
The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “‘Heroic’ leadership theories, such as neo-charismatic and transformational leadership, have been applied to the integration field (e.g. Nemanich and Vera 2009; Waldman and Javidan 2009), but those leadership theories suffer from a normative stance that has often been criticized (e.g. Crowley 2012).”
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities (2015, background): “…in the literature, a nu mber of papers have been published, especially in the foremost leadership journals, examining the various roles of leaders within exploration and exploitation processes (e.g., Jansen, Vera, & Crossan, 2009; Nemanich & Vera, 2009; Rosing, Frese, & Bauch, 2011; Yukl, 2009).”
The combined influence of top and middle management leadership styles on absorptive capacity (2012, background): “Nemanich and Vera (2009) have empirically shown that teams involved in trying to integrate a recently acquired organization displayed higher levels of exploratory and exploitative learning behaviours when leadership was transformational and when the team operated in a learning culture (i.e. a…”
Exploring the Role of Leadership in Enabling Contextual Ambidexterity (2015, background): “However, to date the role of leadership in contextual ambidexterity has only received limited attention (for exceptions see, Gibson & Birkinshaw, 2004; Nemanich & Vera, 2009; Rosing, Frese, & Bausch, 2011).”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, unknown): “This view is extended further by Nemanich and Vera (2009) who show that transformational leadership is positively related to ambidexterity, and Mom et al. (2009) show that managers’ decision-making authority and participation in cross-functional interfaces are also positively related to…”
How leader humility helps teams to be humbler, psychologically stronger, and more effective: a moderated mediation model (2017, methodology): “…adopted a procedure recommended and/or used by some authors (Hur, van den Berg, & Wilderom, 2011; Jung & Sosik, 2002; Kozlowski, Mak, & Chao, 2016; Nemanich & Vera, 2009; Ostroff, Kinicki, & Clark, 2002; Riggs & Knight, 1994; Sosik, Avolio, & Jung, 2002): each teamwas randomly split into two…”