Organizational Ambidexterity at the Local Government Level: The effects of managerial focus

Elin Marianne Smith · Timurs Umans

75 citations0/0 files storedPublic Management Review

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Innovation and Knowledge Management Public Policy and Administration Research Management and Organizational Studies

Abstract

The aim of this article is to explore how managerial focus influences organizational ambidexterity in different organizational forms at the local government level. An entrepreneurial, leadership, or stakeholder managerial focus will each find reflection in the simultaneous pursuit of exploration and exploitation of resources, and the influence will differ with the organizational form, i.e. whether a local government administration (LGA), or a local government corporation (LGC). Hypotheses are tested on Swedish public organizations operating in the waste management and water and sewerage industries. The findings indicate that LGCs have higher levels of organizational ambidexterity, and that the determinants differ from those in LGAs.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 75 citations exist upstream.

References

2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.1991Firm Resources and Sustained Competitive Advantage 2004Firm resources and sustained competitive advantage 1991Exploration and Exploitation in Organizational Learning 2000The Promise of Entrepreneurship as a Field of Research 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1993Market Orientation: Antecedents and Consequences 1974The Nature of Managerial Work

Cited by

2015Individual Ambidexterity and Performance in the Public Sector: A Multilevel Analysis 2019A dynamic capabilities view of improvement capability 2021Ambidexterity in Cross-Sector Collaborations Involving Public Organizations 2022The neglected role of knowledge assets interplay in the pursuit of organisational ambidexterity 2019Work intensification and ambidexterity - the notions of extreme and ‘everyday’ experiences in emergency contexts: surfacing dynamics in the ambulance service

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.