Managers' Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context
Human Resource Management , Volume 54 p. s133- s153
Scholars have suggested that we need a better understanding about the drivers and performance implications of managers' ambidexterity. By building a human resource management perspective on managers' ambidexterity, this article not only examines organizational and functional tenure as important antecedents, but also provides novel insights into the contextual conditions under which the ambidextrous behavior of managers contributes to individual performance. Based on survey research among managers of two large firms, our results indicate that while organizational tenure contributes to managers' ambidextrous behavior, functional tenure actually limits such complex behavior. Our study also reveals how managers' performance results from the interaction between their ambidextrous behavior and the uncertainty as well as the interdependence of their work context. Results indicate that managers' ambidexterity contributes to individual performance in more uncertain and interdependent work contexts.
|Ambidexterity, Experience, HRM, Individual level, Interdependence, Performance, Uncertainty, Work context|
|ERIM Top-Core Articles|
|Human Resource Management|
|Organisation||Department of Strategic Management and Entrepreneurship|
Mom, T.J.M, Fourné, S.P.L, & Jansen, J.J.P. (2015). Managers' Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context. Human Resource Management, 54, s133–s153. doi:10.1002/hrm.21663