Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms

By Tom J. M. Mom, F. V. D. van den Bosch, Henk W. Volberda. Organ. Sci., 2009

764 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/f44b9a03e728d69372419aeedfa209d913e8e424

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Managerial challenges of Industry 4.0: an empirically backed research agenda for a nascent field (2018, background): “…that single managers are in charge of developing ambidextrous operational capabilities (Huy 2002) and can actually be ambidextrous themselves (Mom et al. 2009), it is surprising that individual-level ambidexterity has so far received limited scholarly attention (Kauppila and Tempe-laar 2016).”
Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities (2015, background): “…emergence of exploration and exploitation activities. suggests that the leaders who score high on both prevention and promotion foci may have a natural inclination toward contextual ambidexterity, which requires a leader to maximize both exploration and exploitation activities (Mom et al., 2009).”
Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “Individual ambidexterity can be conceptualized as the combination of individual exploration and exploitation (Mom et al., 2009).”
Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict (2017, background): “Hence, it seems reasonable to suggest that the ambidextrous employees’ inclination for learning and engaging in ‘both routine and nonroutine activities’ (Mom et al. 2009, 813) may also help them engage in adaptive selling behaviors.”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, positive): “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…”
Switching Hats: The Effect of Role Transition on Individual Ambidexterity (2019, background): “In doing so, these individuals must contend with sharply differing values, contextual knowledge, and behavioral expectations reflective of the divergent demands of exploration and exploitation (Leavitt, Reynolds, Barnes, Schilpzand, & Hannah, 2012; Mom et al., 2009).”
The neuro-scientific foundations of the exploration-exploitation dilemma (2010, result): “The performance measures obtained in these simulations can be compared with the measures obtained in selfreported scales such as the cognitive flexibility scale (Martin & Rubin, 1995) or the recent scale of exploration exploitation activities by Mom et al. (2009).”