Michiel Pieter Tempelaar

TL;DR: In this paper, the authors delineate formal and informal senior team integration mechanisms and examine how they mediate the relationship between structural differentiation and ambidexterity, concluding that the previously asserted direct effect of structural differentiation on ambidextrous organizations operates through informal senior teams (i.e., senior team social integration) and formal organizational integration mechanisms (e.g., cross-functional interfaces) integration mechanisms.

TL;DR: The findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team and formal organizational integration mechanisms, and contributes to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambideXterity.

TL;DR: In this article, the authors used a two-wave survey of 638 employees nested in 173 groups across 34 organizations and found that general self-efficacy positively predicts ambidextrous behaviour through learning orientation, and paradoxical leadership also moderates the relationship between learning orientation and individual ambidexterity.

TL;DR: In this paper, the authors pointed out the role of developing and integrating exploration and exploitation activities, or ambidexterity, to achieve such capabilities and associated superior performance, and suggested that there is no single best method of achieving ambidextrous is, however, many contingencies and factors influencing this process remain uninvestigated.

TL;DR: In this paper, the authors apply the logic of role integration and role segmentation, a foundational classification of how individuals cognitively manage role multiplicity, and test for the moderating effect of cross-functional coordination on the relationship between role segmentsation and individual ambidexterity.