Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership

By Justin J. P. Jansen, Gerard George, F. Bosch, Henk W. Volberda. 2008

616 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/c1cda0e39d054832b59150920fb82f951958e641

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Citations in the corpus

Disentangling the antecedents of ambidexterity: Exploration and exploitation (2018, background): “…of heterogeneity and size (Alexiev et al., 2010; Nielsen and Nielsen, 2013; Nielsen, 2010), whether or not the firm has a clear written vision (Jansen et al., 2008; Pearce and Ensley, 2004), and the extent to which organizational attention is focused on investments in R &D and continuous…”
CEOs' Leadership Styles and Managers' Innovative Behaviour: Investigation of Intervening Effects in an Entrepreneurial Context (2015, background): “individual employees’ valence, and thus lead to effective work behaviours through which top management teams support innovative efforts (Jansen et al., 2008).”
The Determinants of Green Radical and Incremental Innovation Performance: Green Shared Vision, Green Absorptive Capacity, and Green Organizational Ambidexterity (2014, background): “[35] to measure “green shared vision” and its measure includes four items: (1) there is commonality of environmental goals in the company; (2) there is total agreement on the company’s strategic environmental direction; (3) all members in the company are committed to the environmental strategies of ”
Organizational Ambidexterity: Towards a Multilevel Understanding (2009, positive): “Its importance has been noted across the fields of strategic management ( Jansen et al., 2008; Lubatkin et al., 2006; Smith and Tushman, 2005), innovation and technology management (Ambos et al.”
Unpacking the theory on ambidexterity: An illustrative case on the managerial architectures, mechanisms and dynamics (2013, background): “…the major forms of ambidexterity – temporal (time-based, Tushman and O’Reilly, 1996), structural (separation of units, overseen by senior management, Jansen et al., 2008; Lubatkin et al., 2006; O’Reilly and Tushman, 2004) and contextual (behaviour-based, Gibson and Birkinshaw, 2004) – are…”
What It Takes and Costs To Be an Ambidextrous Manager (2015, background): “(2010), we do not agree with the combination perspective of ambidexterity (Cao et al., 2009; He & Wong, 2004; Jansen et al., 2008; Mom et al., 2009), that is, exploration and exploitation can be pursued simultaneously by the individual.”
Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2008, positive): “…mechanisms that are considered to be beneficial to combining strategic contradictions: formal senior team contingency rewards and informal senior team social integration (Jansen et al. 2008, Lubatkin et al. 2006, O'Reilly and Tushman 2004, Siegel and Hambrick 2005, Smith and Tushman 2005).”
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009, background): “They suggest that superior performance is expected from the ambidextrous organization and describe structural mechanisms to enable ambidexterity In recent years, the concept of organizational ambidexterity has gained momentum in research on organizations.”
A Dialectic Perspective on Innovation: Conflicting Demands, Multiple Pathways, and Ambidexterity (2009, background): “Top management teams need to see ‘‘the unity and conflict of opposites’’ (Engels, 1940), and transformational leadership can support this process (Jansen et al., 2008; Lubatkin, Simsek, Yan, & Veiga, 2006).”