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Finding the microfoundations of organizational ambidexterity - Demystifying the role of top management behavioural integration
16 references·12 citing·46 second hop
Finding the microfoundations of organizational ambidexterity - Demystifying the role of top management behavioural integration (2019)Finding the microfoundations of organizat…Managerial cognitive capabilities and the microfoundations of dynamic capabilities (2014)Managerial cognitive capabili…A primer on partial least squares structural equation modeling (PLS-SEM) (2014)A primer on partial least squ…Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009)Organizational Ambidexterity:…Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Explicating dynamic capabilit…The Interplay Between Exploration and Exploitation (2006)The Interplay Between Explora…Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration (2006)Ambidexterity and Performance…Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams (2005)Managing Strategic Contradict…Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter? (2005)Managing Potential and Realiz…Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis (2004)Exploration vs. Exploitation:…Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change (1996)Ambidextrous Organizations: M…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Strategic Factor Markets: Expectations, Luck, and Business Strategy (1986)Strategic Factor Markets: Exp…Self-Reports in Organizational Research: Problems and Prospects (1986)Self-Reports in Organizationa…Upper Echelons: The Organization as a Reflection of Its Top Managers (1984)Upper Echelons: The Organizat…Research in Organizational Behavior (1984)Research in Organizational Be…Development of reliable and valid short forms of the marlowe-crowne social desirability scale (1982)Development of reliable and v…Building Micro-Foundations for Digital Transformation: A Moderated Mediation Model of the Interplay between Digital Literacy and Digital Transformation (2024)Building Micro-Foundations fo…The power of knowledge management: how top management team bricolage boosts ambidexterity and performance (2022)The power of knowledge manage…The ambidextrous interaction of RBV-KBV and regional social capital and their impact on SME management (2022)The ambidextrous interaction …Review of Organizational Ambidexterity Research (2022)Review of Organizational Ambi…Microfoundations in the strategic management of technology and innovation: Definitions, systematic literature review, integrative framework, and research agenda (2022)Microfoundations in the strat…Triggering disruptive technology absorptive capacity by CIOs. Explorative research on a micro-foundation lens (2021)Triggering disruptive technol…Open innovation and organizational ambidexterity (2021)Open innovation and organizat…The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange (2020)The impact of AMO-HR systems …Reconciling temporal conflicts in innovation ambidexterity: the role of TMT temporal leadership (2020)Reconciling temporal conflict…Developing ambidexterity through quality management and their effects on performance (2020)Developing ambidexterity thro…CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach (2020)CEO regulatory focus as the m…A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes (2020)A trilogy of organizational a…Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research (1991)ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST. 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(2003)Sources of Method Bias in Social Science Research and Recommendations on How to Control It (2011)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Prospect Theory: An Analysis of Decision under Risk (1979)Dynamic capabilities and strategic management (1997)Business Models, Business Strategy and Innovation (2009)The Business Model: Recent Developments and Future Research (2011)Understanding digital transformation: A review and a research agenda (2019)A new criterion for assessing discriminant validity in variance-based structural equation modeling (2014)Partial least squares structural equation modeling (PLS-SEM) (2014)When to use and how to report the results of PLS-SEM (2018)Social Identity Theory and the Organization (1989)Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors (1991)Alumni and their alma mater: A partial test of the reformulated model of organizational identification (1992)
this work references cited by second hop

References

  • 1991Exploration and Exploitation in Organizational Learning21,910 cited
  • 1986Self-Reports in Organizational Research: Problems and Prospects17,092 cited
  • 2007Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance16,758 cited
  • 2014A primer on partial least squares structural equation modeling (PLS-SEM)12,786 cited
  • 1984Research in Organizational Behavior10,806 cited
  • 1984Upper Echelons: The Organization as a Reflection of Its Top Managers10,217 cited
  • 1986Strategic Factor Markets: Expectations, Luck, and Business Strategy5,527 cited
  • 1996Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change4,965 cited
  • 2004Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis3,734 cited
  • 2006The Interplay Between Exploration and Exploitation3,239 cited
  • 1982Development of reliable and valid short forms of the marlowe-crowne social desirability scale2,717 cited
  • 2005Managing Potential and Realized Absorptive Capacity: How do Organizational Antecedents Matter?2,238 cited
  • 2005Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams2,234 cited
  • 2009Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance2,224 cited

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  • 2006Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration2,133 cited
  • 2014Managerial cognitive capabilities and the microfoundations of dynamic capabilities2,049 cited
  • Cited by

    • 2022Review of Organizational Ambidexterity Research110 cited
    • 2021Triggering disruptive technology absorptive capacity by CIOs. Explorative research on a micro-foundation lens100 cited
    • 2020A trilogy of organizational ambidexterity: Leader’s social intelligence, employee work engagement and environmental changes94 cited
    • 2022Microfoundations in the strategic management of technology and innovation: Definitions, systematic literature review, integrative framework, and research agenda93 cited
    • 2021Open innovation and organizational ambidexterity77 cited
    • 2022The ambidextrous interaction of RBV-KBV and regional social capital and their impact on SME management46 cited
    • 2022The power of knowledge management: how top management team bricolage boosts ambidexterity and performance46 cited
    • 2020CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach46 cited
    • 2024Building Micro-Foundations for Digital Transformation: A Moderated Mediation Model of the Interplay between Digital Literacy and Digital Transformation41 cited
    • 2020Reconciling temporal conflicts in innovation ambidexterity: the role of TMT temporal leadership41 cited
    • 2020Developing ambidexterity through quality management and their effects on performance39 cited
    • 2020The impact of AMO-HR systems on proactive employee behavior: The mediating contribution of leader-member and team-member exchange35 cited