Access

You are not currently logged in.

Access your personal account or get JSTOR access through your library or other institution:

login

Log in to your personal account or through your institution.

Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms

Tom J. M. Mom, Frans A. J. van den Bosch and Henk W. Volberda
Organization Science
Vol. 20, No. 4, Organizational Ambidexterity (Jul. - Aug., 2009), pp. 812-828
Published by: INFORMS
Stable URL: http://www.jstor.org/stable/25614694
Page Count: 17
  • Download ($30.00)
  • Cite this Item
Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms
Preview not available

Abstract

Previous research focuses on firm and business unit level ambidexterity. Therefore, conceptual and empirically validated understanding about ambidexterity at the individual level of analysis is very scarce. This paper addresses this gap in the literature by investigating managers' ambidexterity, delivering three contributions to theory and empirical research on ambidexterity: first, by proposing three related characteristics of ambidextrous managers; second, by developing a model and associated hypotheses on both the direct and interaction effects of formal structural and personal coordination mechanisms on managers' ambidexterity; and third, by testing the hypotheses based on a sample of 716 business unit level and operational level managers. Findings regarding the formal structural mechanisms indicate that a manager's decision-making authority positively relates to this manager's ambidexterity, whereas formalization of a manager's tasks has no significant relationship with this manager's ambidexterity. Regarding the personal coordination mechanisms, findings indicate that both the participation of a manager in cross-functional interfaces and the connectedness of a manager to other organization members positively relate to this manager's ambidexterity. Furthermore, results show positive interaction effects between the formal structural and personal coordination mechanisms on managers' ambidexterity. The paper's theoretical contributions and empirical results increase our understanding about managers' ambidexterity and about how different types and combinations of coordination mechanisms relate to variation in managers' ambidexterity.

Page Thumbnails

  • Thumbnail: Page 
812
    812
  • Thumbnail: Page 
813
    813
  • Thumbnail: Page 
814
    814
  • Thumbnail: Page 
815
    815
  • Thumbnail: Page 
816
    816
  • Thumbnail: Page 
817
    817
  • Thumbnail: Page 
818
    818
  • Thumbnail: Page 
819
    819
  • Thumbnail: Page 
820
    820
  • Thumbnail: Page 
821
    821
  • Thumbnail: Page 
822
    822
  • Thumbnail: Page 
823
    823
  • Thumbnail: Page 
824
    824
  • Thumbnail: Page 
825
    825
  • Thumbnail: Page 
826
    826
  • Thumbnail: Page 
827
    827
  • Thumbnail: Page 
828
    828