Tom Mom

TL;DR: Findings regarding the formal structural mechanisms indicate that a manager's decision-making authority positively relates to this manager's ambidexterity, whereas formalization of aManager's tasks has no significant relationship with this managers' ambideXterity.

TL;DR: In this paper, the influence of managers' knowledge inflows on managers' exploration and exploitation activities is investigated based on a survey among managers of a leading electronics firm, and the findings indicate, as expected, that top-down knowledge infows of managers positively relate to the extent to which these managers conduct exploitation activities, while they do not relate to managers's exploration activities.

TL;DR: In this paper, the authors examine organizational and functional tenure as important antecedents of managers' ambidexterity and provide novel insights into the contextual conditions under which the ambidextrous behavior of managers contributes to individual performance.

TL;DR: This article found that the bottom-up relationship between operational manager and organizational ambidexterity is contingent on firm opportunity-enhancing HR practices, and that the top-down effects of ability-and motivation-enhanced HR practices on operational manager ambideXterity are partially mediated by their role breadth self-efficacy and intrinsic motivational orientation.

TL;DR: In this paper, the authors identify and illustrate three dynamic capabilities (sensing local opportunities, enacting global complementarities, and appropriating local value) by which MNEs are able to operate successfully across emerging and established markets.