Henk W. Volberda

TL;DR: In this article, the authors investigate the role of leadership behaviour as a key antecedent for management innovation at the organization level and investigate its moderating role, finding that smaller, less complex, organizations benefit more from transactional leadership in realizing management innovation while larger organizations need to draw on transformational leaders to compensate for their complexity.

TL;DR: In this paper, a revision of management and organization is presented, with a focus on the management task of creating flexible capabilities, and the organization design task of reducing organizational barriers and resolving the paradox of flexibility under various levels of competition.

TL;DR: In this article, the role of senior team attributes and leadership behavior in reconciling conflicting interests among senior team members and achieving organizational ambidexterity is explored. And the authors find that a senior team shared vision and contingency rewards are associated with a firm's ability to combine high levels of exploratory and exploitative innovations.

TL;DR: In this paper, the authors identify four co-evolutionary generative mechanisms (engines): naive selection, managed selection, hierarchical renewal, and holistic renewal, which illustrate the extensive range of evolutionary paths that can take place in a population of organizations.

TL;DR: Results indicate that centralization negatively affects exploratory innovation, whereas formalization positively influences exploitative innovation, and Interestingly, connectedness within units appears to be an important antecedent of both exploratory and exploatory innovation.