A network perspective on individual-level ambidexterity in organizations
File(s)
Accepted version
Author(s)
Rogan, Michelle
Mors, Marie Louise
Type
Journal Article
Abstract
Addressing the call for a deeper understanding of ambidexterity at the individual level, we propose that managers’ networks are an important yet understudied factor in the ability to balance the trade-off between exploring for new business and exploiting existing business. Analyses of 1,449 ties in the internal and external networks of 79 senior managers in a management consulting firm revealed significant differences in the density, contact heterogeneity, and informality of ties in the networks of senior managers who engaged in both exploration and exploitation compared with managers that predominately explored or exploited. The findings suggest that managers’ networks are important levers for their ability to behave ambidextrously and offer insights into the microfoundations of organizational ambidexterity.
Date Issued
2014-12
Date Acceptance
2014-04-01
Citation
Organization Science, 2014, 25 (6), pp.1860-1877
ISSN
1047-7039
Publisher
Institute for Operations Research and the Management Sciences (INFORMS)
Start Page
1860
End Page
1877
Journal / Book Title
Organization Science
Volume
25
Issue
6
Copyright Statement
© 2014, INFORMS
Identifier
https://pubsonline.informs.org/doi/full/10.1287/orsc.2014.0901
Subjects
1503 Business and Management
1505 Marketing
Business & Management
Publication Status
Published
Date Publish Online
2014-04-01