The analysis of ambidexterity at the individual level may help to open the black box of
organizational ambidexterity and to address the microfoundations of the exploration …

Originated by an individual capacity, organizational ambidexterity represents how
organizations do two different things equally well (ie, efficiency and flexibility, adaptability …

Attaining competitive advantage is especially crucial for innovative firms. Due to increased
competition, firms employ various types of innovation activities to position themselves …

Research on strategic human resource (HR) management and organizational ambidexterity
has assumed that organizational ambidexterity originates from operational managers that …

In this study we integrate insights from 'top‐down'and 'bottom‐up'traditions in organizational
change research to understand employees' varying dispositions to support change. We …

Innovation ambidexterity is especially complex for young technology-based firms because
they are resource-challenged and knowledge deficient in strategic terms; but they possess …

Organizational ambidexterity has been established as an important antecedent of
organizational innovation and performance. Recently, researchers have started to argue that …

Leader opening and closing behaviors are assumed to foster high levels of employee
exploration and exploitation behaviors, hence motivating employee innovative performance …

Scholars have emphasized an organization's ability to simultaneously pursue exploratory
and exploitative activities-referred to as organizational ambidexterity-as critical to ensuring a …

Most current research argues that globalization of companies is a myth. In spite of this
Swedish firms have managed to globalize successfully according to a study by Vahlne and …