Justin J. P. Jansen

TL;DR: In this article, the authors developed a multilevel contingency framework and proposed that the effectiveness of teams to achieve ambidexterity is contingent upon supportive leadership behaviours at the organizational level.

TL;DR: In the special issue of the 2016 Special Issue on Strategic Leadership and Entrepreneurship as discussed by the authors, the authors provide a forum for works that build on the constraints, challenges, characteristics, and other salient elements of entrepreneurial settings to advance theory and testing on strategic leadership effects, as well as enrich our understanding of firm behaviour and outcomes in entrepreneurial contexts.

TL;DR: In this paper, a multi-level framework was developed to explore how ambidextrous organizations can successfully cope with both exploratory and exploitative innovations across organizational units, and it was shown that organizational units require different types of combinative capabilities to influence their absorptive capacity.

TL;DR: In this paper, the authors developed a synergistic perspective on TMT diversity and examined how two types of diversity (functional and age diversity) affect the achievement of organizational ambidexterity, and identified shared responsibility and CEO cognitive trust as important contingencies that may complement the effects of diversity within TMTs in terms of resolving potential conflicts and managing tensions between exploration and exploitation effectively.

TL;DR: As research on ambidexterity enters the maturity stage, the findings suggest that structural separation helps firms of all sizes to balance exploration and exploitation, and thatStructural separation is more conducive for balancing exploration and exploit in high technology environments.