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Michiel Pieter Tempelaar

Bio: Michiel Pieter Tempelaar is an academic researcher from University of Amsterdam. The author has contributed to research in topics: Ambidexterity & Dynamism. The author has an hindex of 8, co-authored 13 publications receiving 1639 citations. Previous affiliations of Michiel Pieter Tempelaar include University of Applied Sciences Western Switzerland & Erasmus University Rotterdam.

Papers
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Journal ArticleDOI
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.
Abstract: Prior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to be mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (e.g., contingency rewards and social integration) and formal and informal organizational integration mechanisms (e.g., cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e., senior team social integration) and formal organizational (i.e., cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

758 citations

Posted Content
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.
Abstract: textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

732 citations

Journal ArticleDOI
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.
Abstract: Although research on organizational ambidexterity has exploded in the past several years, the determinants of individual-level ambidexterity have received little scholarly attention. This is surprising given that management scholars increasingly highlight the benefits of combining explorative and exploitative activities in individual employees’ work roles. Using data collected by a two-wave survey of 638 employees nested in 173 groups across 34 organizations, our research demonstrates that both psychological factors and leadership predict employees’ ambidextrous behaviour. Our results demonstrate that general self-efficacy positively predicts ambidextrous behaviour through learning orientation. In addition, we show that employees exhibit higher ambidexterity when their group managers demonstrate paradoxical leadership; that is, a leadership style that couples strong managerial support with high performance expectations. Paradoxical leadership also moderates the relationship between learning orientation and individual ambidexterity such that employees’ ambidextrous behaviour is highest when paradoxical leadership and employee learning orientation are simultaneously at high levels.

122 citations

01 Jan 2006
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.
Abstract: textIn the current volatile business world, being able to handle both future market shifts (explore) as well as current market dynamics (exploit) is of critical importance. Research has pointed out the role of developing and integrating exploration and exploitation activities, or ambidexterity, to achieve such capabilities and associated superior performance. Becoming ambidextrous is, however, a challenge as exploration and exploitation appear juxtaposed in ways of organizing, mindset, and intent. Nevertheless, scholars have indicated several ways to overcome these tensions and achieve ambidexterity. However, many contingencies and factors influencing this process remain uninvestigated. The studies in this dissertation contribute to our understanding of such critical factors that foster appropriate allocation of resources and ambidexterity. One central perspective in these studies is that, instead of viewing exploration and exploitation as contradictive, they should be viewed as a paradox from which, despite their differences, synergies may emerge. Such a perspective shapes the ability of organizations and individuals to realize ambidexterity. An overarching insight from these studies is the notion that depending on several contingencies, such as hierarchical level and individual attributes, different integration mechanisms should be employed. Furthermore, some integration mechanisms work out differently depending on the context within which they are embedded. These findings suggest that there is no single best method of achieving ambidexterity. This underlines the strategic importance of organizing for ambidexterity as a key driver for current and future firm performance.

70 citations

Journal ArticleDOI
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.

58 citations


Cited by
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Journal ArticleDOI
TL;DR: In this paper, the authors draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity and explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands.
Abstract: Organizations face institutional complexity whenever they confront incompatible prescriptions from multiple institutional logics. Our interest is in how plural institutional logics, refracted through field-level structures and processes, are experienced within organizations and how organizations respond to such complexity. We draw on a variety of cognate literatures to discuss the field-level structural characteristics and organizational attributes that shape institutional complexity. We then explore the repertoire of strategies and structures that organizations deploy to cope with multiple, competing demands. The analytical framework developed herein is presented to guide future scholarship in the systematic analysis of institutional complexity. We conclude by suggesting avenues for future research.

2,129 citations

Journal ArticleDOI
TL;DR: An overview of the seven articles included in this special issue is provided and several avenues for future research are suggested.
Abstract: Organizational ambidexterity has emerged as a new research paradigm in organization theory, yet several issues fundamental to this debate remain controversial. We explore four central tensions here: Should organizations achieve ambidexterity through differentiation or through integration? Does ambidexterity occur at the individual or organizational level? Must organizations take a static or dynamic perspective on ambidexterity? Finally, can ambidexterity arise internally, or do firms have to externalize some processes? We provide an overview of the seven articles included in this special issue and suggest several avenues for future research.

1,946 citations

Journal ArticleDOI
TL;DR: Organizational ambidexterity refers to the ability of an organization to both explore and exploit, to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies as discussed by the authors.
Abstract: Organizational ambidexterity refers to the ability of an organization to both explore and exploit—to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of the research, highlighting what we know and don't know about the topic. We close with a point of view on promising areas for ongoing research.

1,421 citations

Posted Content
01 Jan 2013
TL;DR: Organizational ambidexterity refers to the ability of an organization to both explore and exploit--to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies as mentioned in this paper.
Abstract: Organizational ambidexterity refers to the ability of an organization to both explore and exploit--to compete in mature technologies and markets where efficiency, control, and incremental improvement are prized and to also compete in new technologies and markets where flexibility, autonomy, and experimentation are needed. In the past 15 years there has been an explosion of interest and research on this topic. We briefly review the current state of the research, highlighting what we know and don't know about the topic. We close with a point of view on promising areas for ongoing research.

1,350 citations

Journal ArticleDOI
TL;DR: The exploration and exploitation framework has attracted substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances as discussed by the authors, and it has become an essential lens for interpreting various behaviors and outcomes within and across organizations.
Abstract: Jim March's framework of exploration and exploitation has drawn substantial interest from scholars studying phenomena such as organizational learning, knowledge management, innovation, organizational design, and strategic alliances. This framework has become an essential lens for interpreting various behaviors and outcomes within and across organizations. Despite its straightforwardness, this framework has generated debates concerning the definition of exploration and exploitation, and their measurement, antecedents, and consequences. We critically review the growing literature on exploration and exploitation, discuss various perspectives, raise conceptual and empirical concerns, underscore challenges for further development of this literature, and provide directions for future research.

1,241 citations