Dialoghi persiani

Immagini di paesaggi persian

Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance

Organizational ambidexterity has been established as an important antecedent of organizational innovation and performance. Recently, researchers have started to argue that ambidexterity is not only essential at the organizational, but also at the individual level. Thus, to be innovative, individuals need to engage in both explorative and exploitative behaviours. However, questions remain regarding the optimal balance of explorative and exploitative behaviours and how ambidexterity can be operationalized. At the organizational level, most empirical research utilized either the difference between, or the product of, exploration and exploitation. In this article, we criticize these approaches on conceptual and methodological grounds and argue for an alternative operationalization of ambidexterity: polynomial regression and response surface methodology. In two diary studies with daily and weekly data, we demonstrate the advantages of this approach. We discuss implications for ambidexterity research and innovation practice

An Experimental Analysis of the Beneficial Effect of Flexibility in Innovation Processes

Gefördert im Rahmen eines Open-Access-Transformationsvertrags mit dem VerlagThis research was supported by a grant from the Deutsche Forschungsgemeinschaft (DFG), RO 4647/3-

Age and leadership: The moderating role of legacy beliefs

Age and age-related motivations have been neglected in leadership research. This study examined the moderating influence of legacy beliefs on the relationships between age and transformational, transactional, and passive-avoidant leadership behaviors. Legacy beliefs involve individuals' convictions about whether they and their actions will be remembered, have an enduring influence, and leave something behind after death. It was expected that at higher ages, low legacy beliefs impede transformational and transactional leadership behaviors and boost passive-avoidant leadership behaviors. One hundred and six university professors, between 30 and 70 years old, provided ratings of their legacy beliefs; each professor's leadership behaviors were evaluated by one of his or her employees. Results confirmed the assumptions for overall transformational leadership and its charisma subdimension as well as for overall transactional leadership and its active management-by-exception subdimension but not for passive-avoidant leadership. © 2010 Elsevier Inc. All rights reserved

Ambidextrous leadership and employees' self-reported innovative performance: The role of exploration and exploitation behaviors

The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance is highest when both exploration and exploitation behaviors are high. The goal of this study was to provide the first empirical test of these hypotheses at the individual employee level. Results based on self-report data provided by 388 employees were consistent with ambidexterity theory, even after controlling for employee reports of their leaders' transformational and transactional leadership behaviors as well as employees' openness to experience, conscientiousness, and positive affect. The findings extend previous research on ambidexterity at the team and organizational levels and suggest a possible way for leaders to enhance employee self-reported innovative performance

Ambidextrous leadership and employees' self-reported innovative performance: the role of exploration and exploitation behaviors

The ambidexterity theory of leadership for innovation proposes that leaders' opening and closing behaviors positively predict employees' exploration and exploitation behaviors, respectively. The interaction of exploration and exploitation behaviors, in turn, is assumed to influence employee innovative performance, such that innovative performance is highest when both exploration and exploitation behaviors are high. The goal of this study was to provide the first empirical test of these hypotheses at the individual employee level. Results based on self-report data provided by 388 employees were consistent with ambidexterity theory, even after controlling for employee reports of their leaders' transformational and transactional leadership behaviors as well as employees' openness to experience, conscientiousness, and positive affect. The findings extend previous research on ambidexterity at the team and organizational levels and suggest a possible way for leaders to enhance employee self-reported innovative performance

Entrepreneurial Coaching: A Two‐Dimensional Framework in Context

Gefördert im Rahmen des Projekts DEA

Aligning Leader Behaviors With Innovation Requirements Improves Performance: An Experimental Study

Gefördert durch den Publikationsfonds der Universität Kasse