شناسایی عوامل تحقق قابلیت دوسوتوانی سازمانی از منظر خردبنیان‌ها با رویکرد فراترکیب

نوع مقاله : علمی - پژوهشی

نویسندگان

گروه کسب و کار، دانشکده معارف اسلامی و مدیریت، دانشگاه امام صادق علیه السلام، تهران، ایران

چکیده

اهداف: دوسوتوانی در شرایط پیچیده و رقابت‌‌های جهانی عصر حاضر به عنوان قابلیتی مؤثر برای سازمان‌ها به شمار می‌رود. تحقق این قابلیت در گرو شناسایی عوامل و بنیان‌های آن است. پس از پژوهش‌های فراوان در حوزه کلان‌بنیان‌های دوسوتوانی سازمانی و شناخت اهمیت خردبنیان‌های آن، پژوهشگران بسیاری با تمرکز بر این حوزه دانشی، به تأثیر بیشتر و اهمیت بالاتر عوامل دوسوتوانی از دیدگاه خرد پی بردند. به همین علت در سال‌های اخیر، تعداد پژوهش‌های این حوزه روندی رو به رشد و صعودی داشته است. از طرفی عدم وجود دیدگاهی جامع و کل‌نگر برای تجمیع داده‌های موجود در این حوزه، یکی از خلأهای علمی شناخته شد. با توجه به نیاز به دیدگاهی کاربردی و یاری‌گر برای شناخت و انتخاب خردبنیان‌های دوسوتوانی مناسب برای سازمان‌های مورد نظر، ضرورت انجام پژوهشی در این حوزه احساس شد. این مهم با انجام تحقیقی با استفاده از روش فراترکیب صورت گرفت. سعی در جمع‌آوری جامع و کامل داده‌ها و ترکیب آن‌ها در قالب مدلی کاربردی از ویژگی‌های مهم این تحقیق است. 
روش پژوهش: پژوهش حاضر از لحاظ روش، کیفی و بر اساس رویکرد فراترکیب صورت گرفته‌است. این روش با استفاده از مدل سندلوسکی و باروسو با طی مراحل هفت‌گانه شامل: تنظیم پرسش پژوهش، بررسی نظام‌مند متون، جست‌وجو و انتخاب مقاله‌های مناسب، استخراج داده از مقالات، تجزیه و تحلیل و ترکیب داده‌های کیفی، کنترل کیفیت و ارائۀ یافته‌ها صورت پذیرفت. تمامی پژوهش‌های پیشین در حوزه خردبنیان‌های دوسوتوانی در طی سال‌های 1990 تا مارس 2025 که در نشریه‌های معتر علمی چاپ شده بودند، مرور شدند.
پس از طی غربال بر اساس ارتباط عنوان، چکیده و محتوا، نهایتاً 87 مقاله به عنوان جامعه مورد پژوهش انتخاب گردید. با استفاده از روش تحلیل مضمون، خردبنیان‌های دوسوتوانی موجود در این مقالات احصا گشت. در این فرآیند هر پژوهشگر، داده‌های استخراج‌شده از مقالات را به‌صورت مستقل مرور و مفاهیم اولیه را شناسایی نمود. سپس کدهای مشابه در جلسات مشترک بررسی و با اجماع در قالب مضامین پایه ترکیب شدند. تکرار این فرایند منجر به پالایش نهایی کدها و ایجاد مضامین سازمان‌دهنده و فراگیر شد. پس از کنترل نهایی با استفاده از شاخص کاپا، مدل نهایی شامل مضامین سازمان‌دهنده و مضامین فراگیر آماده شد.
یافته‌ها: تعداد 124 عدد مضامین پایه که نشان‌دهنده خردبنیان‌های دوسوتوانی بودند از پژوهش‌های منتخب استخراج شد. در مرحلۀ بعدی، با استفاده از این مضامین و قرابت مفاهیم آن‌ها به یکدیگر، 9 مضمون سازمان‌دهنده تعریف گردید. در مرحلۀ نهایی نیز 4 مضمون فراگیر که نشان‌گر 4 بعد از خردبنیان‌های دوسوتوانی هستند، دسته‌بندی شدند. این دسته‌بندی بر اساس ویژگی‌های جامع و مانع بودن و کاربردی بودن صورت گرفت که شامل موارد زیر هستند: 1. خردبنیان‌های ابزاری، 2. خردبنیان‌های بالادستی، 3. خردبنیان‌های بسترساز و 4. خردبنیان‌های تعاملی
نتیجه‌گیری: در این پژوهش مؤلفه‌های خردبنیان دوسوتوانی در دسته‌هایی شامل مهارت‌ها، نقش، وظایف، دانش، رهبری سازمان، کارویژۀ مدیران، ساختار ، فرهنگ و تعاملات بیرونی قرار گرفتند. شناخت و درک این عوامل و زیرمجموعه‌های آن‌ها در ایجاد قابلیت دوسوتوانی در سازمان لازم و ضروری است. سازمان‌ها متناسب با ویژگی‌ها و شرایط خود باید از خردبنیان‌هایی که دارای تأثیر لازم برای محیطشان است استفاده نمایند. لذا دسته‌بندی صورت گرفته نیز با ویژگی کاربردی‌سازی آن صورت گرفته است. چراکه علاوه بر نیاز به ایجاد تغییراتی در بالادست سازمان و فراهم نمودن عوامل زمینه‌ساز و تعاملات بیرونی سازمان و افراد آن، ابزارهای ایجاد دوسوتوانی نیز همگی از بنیان‌ها و عوامل خردی هستند که برای تحقق دوسوتوانی لازم شمرده شده‌اند.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Identifying the Factors Enabling Organizational Ambidexterity Capability from a Micro-Foundations Perspective: A Meta-Synthesis Approach

نویسندگان [English]

  • MohammadJavad Sohrabi Renani
  • Mohammad Javadi
Department of Business, Faculty of Islamic Studies and Management, Imam Sadiq University, Tehran, Iran
چکیده [English]

Objectives: Ambidexterity, in today’s complex conditions and global competition, is recognized as a critical capability for organizations. Achieving this capability requires the identification of its underlying factors and foundations. Following extensive research on macro-foundations of organizational ambidexterity and growing awareness of the significance of its micro-foundations, many scholars have shifted their focus to this knowledge field, acknowledging the greater impact and importance of ambidexterity factors from a micro-level perspective. Consequently, in recent years, research in this field has grown substantially. However, the absence of a comprehensive and integrative perspective for synthesizing existing findings has been identified as a scientific gap. In light of the practical and synergetic need for a guiding framework to identify and select suitable micro-foundations of ambidexterity for organizations, this study was deemed necessary in this field. To address this need, the research was conducted using a meta-synthesis approach, aiming to comprehensively collect, integrate, and present the data in the form of a practical model.
Methods: This study is qualitative in nature and conducted through a meta-synthesis approach. Following Sandelowski and Barroso’s seven-step model, the study involved defining the research question, systematically reviewing the literature, searching and selecting relevant articles, extracting data from literatures, analyzing and synthesizing qualitative findings, assessing quality, and reporting the results. All prior studies on micro-foundations of ambidexterity published in reputable scientific journals between 1990 to March 2025 were reviewed. After screening based on title, based on abstract, and based on content relevance, finally, a total of 87 articles were selected as the study sample. Using thematic analysis, the micro-foundations of ambidexterity were extracted from articles. In this process, each researcher independently reviewed the data extracted from the articles and identified the initial concepts. Then, similar codes were examined in joint meetings and, through consensus, were combined into basic themes. Repetition of this process led to the final refinement of the codes and the development of organizing and overarching themes. following a final reliability check through the Kappa coefficient, the final model Includes organizing themes and overarching themes was developed.
Findings: A total of 124 basic themes representing the micro-foundations of ambidexterity were derived from the selected studies. On the next level, these were subsequently grouped into nine organizing themes based on conceptual similarity and proximity. At the final, four overarching themes—representing the four main dimensions of ambidexterity micro-foundations—were identified. These dimensions, developed to ensure both comprehensiveness and practical applicability, include: (1) instrumental micro-foundations, (2) upstream micro-foundations, (3) enabling micro-foundations, and (4) interactive micro-foundations.
Conclusion: This study categorized micro-foundations of ambidexterity into components such as skills, roles, tasks, knowledge, organizational leadership, managerial practices, structure, culture, and external interactions. Understanding these factors and their subcomponents is essential for developing ambidexterity capability within organizations. Depending on their characteristics and contextual conditions, organizations should adopt the micro-foundations most relevant to their environment. The proposed categorization emphasizes applicability, as it highlights that in addition to the need for upstream adjustments, enabling factors, and external interactions, the tools and mechanisms that generate ambidexterity fundamentally rely on micro-level elements deemed indispensable for its realization.

کلیدواژه‌ها [English]

  • Meta-synthesis
  • Micro-foundations of ambidexterity
  • Organizational Ambidexterity
  • Resource based view Approach
  • Strategic management

مراجع

Affum-Osei, E., Asante, E. A., Kwarteng Forkouh, S., & Abdul-Nasiru, I. (2020). Career adaptability and ambidextrous behavior among customer-service representatives: the role of perceived organizational support. Journal of Personal Selling and Sales Management, 40(1), 4-18. https://doi.org/10.1080/08853134.2019.1594241
Agnihotri, R., Gabler, C. B., Itani, O. S., Jaramillo, F., & Krush, M. T. (2017). Salesperson ambidexterity and customer satisfaction: examining the role of customer demandingness, adaptive selling, and role conflict. Journal of Personal Selling & Sales Management, 37(1), 27-41. https://doi.org/10.1080/08853134.2016.1272053
Akbar, A., Chen, S., Akhtar, M. W., Usman, M., Tariq, A., Frija, L., & Shabbir, S. A. (2024). Responsible leadership and sustainable outcomes: a multi-study perspective of individual ambidexterity and knowledge sharing culture. Current Issues in Tourism, 1-20. https://doi.org/10.1080/13683500.2024.2394566
Almor, T., Bazel-Shoham, O., & Lee, S. M. (2022). The dual effect of board gender diversity on R&D investments. Long Range Planning, 55(2), 101884. https://doi.org/10.1016/j.lrp.2019.05.004
Annosi, M. C., Mattarelli, E., Dentoni, D., & Petruzzelli, A. M. (2024). The micro-foundations of ambidexterity for corporate social performance: A study on sustainability managers’ response to conflicting goals. Long Range Planning, 57(1), 102412. https://doi.org/10.1016/j.lrp.2023.102412
Aoki, K., & Wilhelm, M. (2017). The Role of Ambidexterity in Managing Buyer–Supplier Relationships: The Toyota Case. Organization Science, 28(6), 1080–1097. https://doi.org/10.1287/orsc.2017.1156.
Balarezo, J., & Nielsen, B. B. (2022). Microfoundations of Organizational Ambidexterity: An Analysis of the Design, Actors, and Decisions at a Multinational Biotech Firm. IEEE Transactions on Engineering Management, 69(4), 1477-1488. https://doi.org/10.1109/TEM.2020.2990184
Bao, Y., Yuan, W., Bao, Y., & Olson, B. (2020). CEO Ambivalence as a Micro-foundation of Organizational Ambidexterity: A Paradoxical Perspective. In Academy of Management Proceedings, 2020(1), 12356. https://doi.org/10.5465/AMBPP.2020.124
Barcelos, E.J.B.V., Borini, F.M. and Amatucci, M. (2023), "The role of a local network in achieving contextual ambidexterity in foreign subsidiaries operating in Brazil – a multi-level analysis", Review of International Business and Strategy, 33(1), 18-34. https://doi.org/10.1108/RIBS-03-2021-0045
Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. https://doi.org/10.1177/014920639101700108
Barney, J. B. (2018). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 44(1), 3-20. https://doi.org/10.1177/014920630102700602
Bidmon, C. M., & Boe-Lillegraven, S. (2020). Now, switch! Individuals’ responses to imposed switches between exploration and exploitation. Long Range Planning, 53(6), Article 101928. https://doi.org/10.1016/j.lrp.2019.101928
Boemelburg, R., Zimmermann, A., & Palmié, M. (2023). How paradoxical leaders guide their followers to embrace paradox: cognitive and behavioral mechanisms of paradox mindset development. Long Range Planning, 56(4), 102319. https://doi.org/10.1016/j.lrp.2023.102319
Caniëls, M.C.J. and Assen, M.F.v. (2019), How motivational orientations are related to ambidexterity, Kybernetes, 48(10): 2177-2189. https://doi.org/10.1108/K-10-2018-0584
Chakma, R., Paul, J., & Dhir, S. (2021). Organizational ambidexterity: A review and research agenda. IEEE Transactions on Engineering Management, 71, 121-137. https://doi.org/10.1109/TEM.2021.3114609
Chang, C. Y., Chang, Y. Y., Tsao, Y. C., & Kraus, S. (2022). The power of knowledge management: how top management team bricolage boosts ambidexterity and performance. Journal of Knowledge Management, 26(11), 188-213. https://doi.org/10.1108/JKM-10-2021-0753
Cheewakoset, S., Popaitoon, P., & Decharin, P. (2023). Flexibility-oriented human resource management system and employee ambidexterity: a moderating role of psychological capital. International Journal of Business Excellence, 29(2), 288-308. https://doi.org/10.1504/IJBEX.2022.10050300
Chen, J. and Liu, L. (2024). The affective side of innovation ambidexterity: the influence of TMT entrepreneurial passion diversity, European Journal of Innovation Management, 27(8), 2905-2924. https://doi.org/10.1108/EJIM-12-2022-0698
Choi, H. M., & Kessler, D. (2022). Airline Cabin Crew Members’ Ambidexterity as the Sustainable Attitude for Prosocial Passenger Service. Sustainability, 15(1): 242. https://doi.org/10.3390/su15010242
Christofi, M., Vrontis, D., & Cadogan, J. W. (2021). Micro-foundational ambidexterity and multinational enterprises: A systematic review and a conceptual framework. International Business Review, 30(1), 101625. https://doi.org/10.1016/j.ibusrev.2019.101625
Dedering, K., & Pietsch, M. (2023). School leader trust and collective teacher innovativeness: on individual and organisational ambidexterity’s mediating role. Educational Review, 77(2), 351–380. https://doi.org/10.1080/00131911.2023.2195593
Duan, Y., Peng, X., Gui, Q., Zhou, H., Zhang, X. and Song, W. (2021). Multilevel models of transformational leadership, behavioral integration of top management team and manager ambidexterity in SMEs, Chinese Management Studies, 15(5), 1009-1031. https://doi.org/10.1108/CMS-06-2020-0234
Favoreu, C., Maurel, C., & Queyroi, Y. (2024). Influence of public innovation laboratories on the development of public sector ambidexterity. Public Management Review, 1-27. https://doi.org/10.1080/14719037.2024.2322720
Felin, T., Foss, N. J., & Ployhart, R. E. (2015). The Microfoundations movement in strategy and Organization Theory. Academy of Management Annals, 9(1), 575–632. https://doi.org/10.5465/19416520.2015.1007651
Fernandes, C. I., Hughes, M., Ferreira, J., & Veiga, P. M. (2023). Exploring the microfoundations of innovation: what they are, where they come from and where they are going? European Business Review, 35(3), 356–396. https://doi.org/10.1108/ebr-04-2022-0064
Fernández-Mesa, A., Clarke, R., García-Granero, A., Herrera, J., & Jansen, J. J. (2023). Knowledge network structure and middle management involvement as determinants of TMT members’ ambidexterity: A multilevel analysis. Long Range Planning, 56(3), 102318. https://doi.org/10.1016/j.lrp.2023.102318
Folger, N., Brosi, P., & Stumpf-Wollersheim, J. (2022). Perceived technological turbulence and individual ambidexterity–The moderating role of formalization. European Management Journal, 40(5), 718-728. https://doi.org/10.1016/j.emj.2021.10.005
García-Granero, A., Fernández-Mesa, A., Jansen, J. J., & Vega-Jurado, J. (2018). Top management team diversity and ambidexterity: The contingent role of shared responsibility and CEO cognitive trust. Long Range Planning, 51(6), 881-893. https://doi.org/10.1016/j.lrp.2017.11.001
Gatto, A. (2020). A pluralistic approach to economic and business sustainability: A critical meta‐synthesis of foundations, metrics, and evidence of human and local development. Corporate Social Responsibility and Environmental Management. https://doi.org/10.1002/csr.1912
Gayed, S., & El Ebrashi, R. (2023). Fostering firm resilience through organizational ambidexterity capability and resource availability: amid the COVID-19 outbreak. International Journal of Organizational Analysis, 31(1), 253-275. https://doi.org/10.1108/IJOA-09-2021-2977
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226. https://doi.org/10.5465/20159573
Gong, L., Zhang, S., Guang, J., Liu, Z. and Fu, L. (2025). Where does individual ambidexterity come from under digital work context? Inclusive leadership, team knowledge acquisition, and team knowledge sharing, Journal of Knowledge Management, 29(4), 1162-1190. https://doi.org/10.1108/JKM-05-2024-0621
Good, D., & Michel, E. J. (2013). Individual Ambidexterity: Exploring and Exploiting in Dynamic Contexts. Journal of Psychology, 147(5), 435–453. https://doi.org/10.1080/00223980.2012.710663
Grant, R. M. (1991). The resource-based theory of competitive advantage: Implications for strategy formulation. California Management Review, 33(3), 114-135. https://doi.org/10.2307/41166664
Guo, F., Cui, L., Luo, N., Wenping, Y., & Zhang, H. (2024). Micro-foundation of ambidextrous innovation in high-tech SMEs: A knowledge network perspective of individual inventors (Working paper). Tianjin University. http://dx.doi.org/10.2139/ssrn.4988300
Guo, Y., Huang, P. W., Ciu, C., Fang, S. C., & Tsai, F. S. (2022). Entrepreneur hubris, organizational ambidexterity, and dynamic capability construction. Frontiers in Psychology, 12, 717245. https://doi.org/10.3389/fpsyg.2021.717245
Hahn, D., Minola, T., & Battisti, M. (2020). Entrepreneurs’ Mental Well-Being and Microfoundations of Ambidexterity in New Ventures. In Academy of Management Proceedings, 2020(1), 16487. https://doi.org/10.5465/AMBPP.2020.16487
Hannevig, H. & Bertheussen, BA. (2024). Key internal drivers for an SME’s dynamic ambidextrous growth strategy: A case study of a Norwegian seafood group. Scandinavian Journal of Management, 40(4). https://doi.org/10.1016/j.scaman.2024.101367
Heavey, C., & Simsek, Z. (2017). Distributed cognition in top management teams and organizational ambidexterity: The influence of transactive memory systems. Journal of Management, 43(3), 919–945. https://doi.org/10.1177/0149206314545652
Helmy, I. (2022). Examining the role of thriving and ambidexterity on workplace friendship and innovative work behavior. Journal of Behavioral Science, 17(3), 19-34.
Huang, S., Battisti, M., & Pickernell, D. G. (2021). CEO regulatory focus as the microfoundation of organizational ambidexterity: a configurational approach. Journal of Business Research, 125, 26-38. https://doi.org/10.1016/j.jbusres.2020.12.004
Huang, X., Fan, D., He, X., & Su, Y. (2021). The Micro-Foundation of ambidextrous foreign direct investment. Management and Organization Review, 17(3), 551–582. https://doi.org/10.1017/mor.2020.76
Hughes, D. E., & Ogilvie, J. L. (2020). When sales become service: the evolution of the professional selling role and an organic model of frontline ambidexterity. Journal of Service Research, 23(1), 22-32. https://doi.org/10.1177/1094670519878882
Hughes, P., Hughes, M., Stokes, P., Lee, H., Rodgers, P., & Degbey, W. Y. (2020). Micro-foundations of organizational ambidexterity in the context of cross-border mergers and acquisitions. Technological Forecasting and Social Change, 153, 119932. https://doi.org/10.1016/j.techfore.2020.119932
Josserand, E., Schmitt, A. and Borzillo, S. (2017), Balancing present needs and future options: how employees leverage social networks with clients, Journal of Business Strategy, 38(1), 14-21. https://doi.org/10.1108/JBS-01-2016-0003
Kao, Y. L., & Chen, C. F. (2016). Antecedents, consequences and moderators of ambidextrous behaviours among frontline employees. Management Decision, 54(8), 1846-1860. https://doi.org/10.1108/MD-05-2015-0187
Karani, A., Jayswal, M., Panda, R. and Trivedi, P. (2022), If you fulfill your promise, I will be an asset for you: exploring the relationship between psychological contract fulfillment and individual ambidexterity, International Journal of Sociology and Social Policy, 42(9/10), 831-851. https://doi.org/10.1108/IJSSP-06-2021-0164
Kassotaki, O. (2022). Review of Organizational Ambidexterity Research. SAGE Open, 12(1). https://doi.org/10.1177/21582440221082127
Kauppila, O. P., & Tempelaar, M. P. (2016). The Social-Cognitive Underpinnings of Employees' Ambidextrous Behaviour and the Supportive Role of Group Managers' Leadership. Journal of Management Studies, 53(6), 1019–1044. https://doi.org/10.1111/joms.12192
Keller, T., & Weibler, J. (2015). What it takes and costs to be an ambidextrous manager: Linking leadership and cognitive strain to balancing exploration and exploitation. Journal of Leadership & Organizational Studies, 22(1), 54–71. https://doi.org/10.1177/1548051814524598
Kiss, A. N., Libaers, D., Barr, P. S., Wang, T., & Zachary, M. A. (2020). CEO cognitive flexibility, information search, and organizational ambidexterity. Strategic Management Journal, 41(12), 2200-2233. https://doi.org/10.1002/smj.3192
Klonek, F. E., Volery, T., & Parker, S. K. (2021). Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages. International Small Business Journal, 39(1), 40-63. https://doi.org/10.1177/0266242620943371.
Lam, S. K., DeCarlo, T. E., & Sharma, A. (2019). Salesperson ambidexterity in customer engagement: do customer base characteristics matter?. Journal of the Academy of Marketing Science, 47(4), 659-680. https://doi.org/10.1007/s11747-019-00650-0
Lee, K., & Kim, Y. (2021). Ambidexterity for my job or firm? Investigation of the impacts of psychological ownership on exploitation, exploration, and ambidexterity. European Management Review, 18(2), 141-156. https://doi.org/10.1111/emre.12431
Lee, Y. J., & Lee, J. H. (2016). Knowledge workers’ ambidexterity: conceptual separation of competencies and behavioural dispositions. Asian Journal of Technology Innovation, 24(1), 22-40. https://doi.org/10.1080/19761597.2016.1151365
Liu, Y., & Zhang, H. (2022). Making things happen: How employees’ paradox mindset influences innovative performance. Frontiers in psychology, 13, 1009209. https://doi.org/10.3389/fpsyg.2022.1009209
Liu, Y., Collinson, S., Cooper, C., & Baglieri, D. (2021). International business, innovation and ambidexterity: A micro-foundational perspective. International Business Review, 31(3), 101852. https://doi.org/10.1016/j.ibusrev.2021.101852
Loon, M., Otaye‐Ebede, L., & Stewart, J. (2020). Thriving in the new normal: The HR microfoundations of capabilities for business model innovation. An integrated literature review, Journal of Management Studies, 57(3), 698-726. https://doi.org/10.1111/joms.12564
Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646-672. https://doi.org/10.1177/0149206306290712
Lubis, N. M., & Muniapan, N. B. (2024). International market development Strategies for enhancing global expansion in the export industry. Involvement International Journal of Business, 1(1): 14–28. https://doi.org/10.62569/iijb.v1i1.3
Luu, T.T., Rowley, C. and Dinh, K.C. (2018), Enhancing the effect of frontline public employees’ individual ambidexterity on customer value co-creation, Journal of Business & Industrial Marketing, 33(4), 506-522. https://doi.org/10.1108/JBIM-04-2017-0091
Lv, H., Zhao, X., Cao, M., & Ding, J. (2023). How can managers, acting as brokers, be ambidextrous? The effect of trust brokerage on managers’ ambidexterity. Asian Business & Management, 22(3), 1008-1034. https://doi.org/10.1057/s41291-022-00189-z
March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87. https://doi.org/10.1287/orsc.2.1.71
Martin, A., Keller, A., & Fortwengel, J. (2019). Introducing conflict as the microfoundation of organizational ambidexterity. Strategic Organization, 17(1), 38-61. https://doi.org/10.1177/1476127017740262
Mazzelli, A., De Massis, A., Petruzzelli, A. M., Del Giudice, M., & Khan, Z. (2020). Behind ambidextrous search: The micro-foundations of search in family and non-family firms. Long Range Planning, 53(6), 101882. https://doi.org/10.1016/j.lrp.2019.05.002
Mohaghar, A. , Ansari, M. , Sadeghi Moghaddam, M. R. and Mirkazemi Mood, M. (2018). A Meta Synthesis of the Modeling Methods of Complex Socio-technical Systems with a Multi Paradigm-multi–Methodology Approach. Industrial Management Journal, 10(2), https://doi.org/ 10.22059/imj.2018.237118.1007268. (In Persian)
Mom, T. J., Chang, Y. Y., Cholakova, M., & Jansen, J. J. (2019). A multilevel integrated framework of firm HR practices, individual ambidexterity, and organizational ambidexterity. Journal of Management, 45(7), 3009-3034. https://doi.org/10.1177/0149206318776775
Mueller, J., Renzl, B., & Will, M. G. (2020). Ambidextrous leadership: A meta-review applying static and dynamic multi-level perspectives. Review of Managerial Science, 14, 37-59. https://doi.org/10.1007/s11846-018-0297-9
Najafi, H.A., Poursadeghi, N. & Rahmani, H. (2023). The Components of Leadership: A Meta-Synthesis Study. Strategic Management Research, 29(91), 133-163. (In Persian)
Nooshabadi, J. E., Mockaitis, A. I., & Chugh, R. (2024). Chief executive officer’s dark triad personality and firm's degree of internationalization: The mediating role of ambidexterity. International Business Review, 33(4), 102-296. https://doi.org/10.1016/j.ibusrev.2024.102296
O'Cass, A., & Sok, P. (2015). An exploratory study into managing value creation in tourism service firms: Understanding value creation phases at the intersection of the tourism service firm and their customers. Tourism Management, 51, 186-200. https://doi.org/10.1016/j.tourman.2015.05.024
O'Reilly III, C. A., & Tushman, M. L. (2011). Organizational ambidexterity in action: How managers explore and exploit. California Management Review, 53(4): 5-22. https://doi.org/10.1525/cmr.2011.53.4.5
O'Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338. https://doi.org/10.5465/amp.2013.0025
Ou, A. Y., Waldman, D. A., & Peterson, S. J. (2018). Do humble CEOs matter? An examination of CEO humility and firm outcomes. Journal of Management, 44(3): 1147-1173. https://doi.org/10.1177/0149206315604187
Özdemir, N., Çoban, Ö., Buyukgoze, H., Gümüş, S., & Pietsch, M. (2024). Leading Knowledge Exploration and Exploitation in Schools: The Moderating Role of Teachers’ Open Innovation Mindset. Educational Administration Quarterly, 60(5), 668-717. https://doi.org/10.1177/0013161X241281391
Pan, J., Hmieleski, K. M., Ma, B., Lysova, E. I., Tang, Z., & Huang, X. (2024). The power of calling: How founder ceos drive ambidexterity and innovation in firms. Journal of Management Studies. Advance online publication. https://doi.org/10.1111/joms.13144
Papachroni, A., & Heracleous, L. (2020). Ambidexterity as practice: Individual ambidexterity through paradoxical practices. Journal of Applied Behavioral Science, 56(2), 143-165. https://doi.org/10.1177/0021886320913048
Peng, X., Lockett, M., Liu, D., & Qi, B. (2022). Building dynamic capability through sequential ambidexterity: A case study of the transformation of a latecomer firm in China. Journal of Management & Organization, 28(3), 502-521. https://doi.org/10.1017/jmo.2022.40
Pertusa-Ortega, E. M., Molina-Azorín, J. F., Tarí, J. J., Pereira-Moliner, J., & López-Gamero, M. D. (2021). The microfoundations of organizational ambidexterity: A systematic review of individual ambidexterity through a multilevel framework. BRQ Business Research Quarterly, 24(4), 355-371. https://doi.org/10.1177/2340944420929711
Peteraf, M. A. (1993). The cornerstones of competitive advantage: A resource‐based view. Strategic Management Journal, 14(3), 179-191. https://doi.org/10.1002/smj.4250140303
Pham, M. L., & Tran, V. A. (2024). The relationship between work motivation and individual ambidexterity behavior affects the task performance of real estate market employees. Electronic Journal of Applied Statistical Analysis, 17(1). https://doi.org/10.1285/i20705948v17n1p1
Pryor, C., Santos, S. C., & Xie, J. (2021). The curvilinear relationships between top decision maker goal orientations and firm ambidexterity: moderating effect of role experience. Frontiers in psychology, 12, 621-688. https://doi.org/10.3389/fpsyg.2021.621688
Remmer, S., & Gilbert, D. U. (2025). Causal mechanisms in corporate social responsibility (CSR) management: A meta-synthesis of micro-CSR research. Journal of Management Studies, 1(1): 1–34. https://doi.org/10.1111/joms.13207
Riyanto, S., Sudarso, S., & Sumardi, S. (2024). International Market Development Strategy in companies. International Journal of Management Science and Information Technology, 4(1), 137–147. https://doi.org/10.35870/ijmsit.v4i1.2682
Rogan, M., & Mors, M. L. (2014). A Network Perspective on Individual-Level Ambidexterity in Organizations. Organization Science, 25(6), 1860–1877. https://doi.org/10.1287/orsc.2014.0901
Salas Vallina, A., Moreno-Luzon, M.D. and Ferrer-Franco, A. (2019), The individual side of ambidexterity: Do inspirational leaders and organizational learning resolve the exploitation-exploration dilemma?, Employee Relations, 41(3), 592-613. https://doi.org/10.1108/ER-02-2018-0050
Salas-Vallina, A., Moreno-Luzon, M. D., & Gil-Marques, M. (2023). From individual to team ambidexterity: the moderating role of collaborative behavior and international experience. Knowledge Management Research & Practice, 21(1), 77-91. https://doi.org/10.1080/14778238.2020.1833690
Sandelowski, M., & Barroso, J. (2007). Handbook for synthesizing qualitative research. Springer Publishing Company. https://doi.org/10.46743/2160-3715/2009.2820
Schilke, O., Hu, S., & Helfat, C. E. (2018). Quo vadis, dynamic capabilities? A content-analytic review of the current state of knowledge and recommendations for future research. Academy of Management Annals, 12(1), 390-439. https://doi.org/10.5465/annals.2016.0014
Schnellbächer, B., Heidenreich, S., & Wald, A. (2019). Antecedents and effects of individual ambidexterity−A cross-level investigation of exploration and exploitation activities at the employee level. European Management Journal, 37(4), 442–454. https://doi.org/10.1016/j.emj.2019.02.002
Seyed Kalali, N., & Aghazadeh, H. (2022). The cognitive microfoundations and supportive dynamic capabilities of innovation ambidexterity in IT companies. Journal of Technology Development Management, 10(1), 9-36. https://doi.org/10.22104/jtdm.2022.5565.2995 (In Persian)
Shahid, I., Anwar Ul Haq, M., Di Virgilio, F. and Ahmed, M.A. (2023), Ethical leadership and individual ambidexterity: the mediating role of equity sensitivity and the moderating role of openness to experience, Management Research Review, 46(12), 1727-1747. https://doi.org/10.1108/MRR-06-2022-0418
Shailja, S., Kumari, P. and Singla, H. (2023). Impact of servant leadership on innovative work behaviour: a moderation mediation analysis, Leadership & Organization Development Journal, 44(3), 330-349. https://doi.org/10.1108/LODJ-03-2022-0121
Shamim, S., Zeng, J., Choksy, U. S., & Shariq, S. M. (2020). Connecting big data management capabilities with employee ambidexterity in Chinese multinational enterprises through the mediation of big data value creation at the employee level. International Business Review, 29(6), 101604. https://doi.org/10.1016/j.ibusrev.2019.101604
Sinanuwong, P., Agmapisarn, C., & Khetjenkarn, S. (2021). Linking Cabin Crew’s Motivation to Service Performance: The Mediating Role of Ambidextrous Behavior. ABAC journal, 41(3), 155-173. https://doi.org/10.3390/su15010242
Snehvrat, S., Chaudhary, S. and Majhi, S.G. (2022). Ambidexterity and absorptive capacity in boundary-spanning managers: role of paradox mindset and learning goal orientation, Management Decision, 60(12), 3209-3231. https://doi.org/10.1108/MD-03-2021-0328
Tan, M., & Xia, Q. (2024). Curious, unconventional and creative: CEO openness and innovation ambidexterity. Technology Analysis & Strategic Management, 36(5), 1054-1066. https://doi.org/10.1080/09537325.2022.2069007
Tarba, S. Y., Jansen, J. J., Mom, T. J., Raisch, S., & Lawton, T. C. (2020). A microfoundational perspective of organizational ambidexterity: Critical review and research directions. Long Range Planning, 53(6), 102048. https://doi.org/10.1016/j.lrp.2020.102048
Teece, D. J., Peteraf, M., & Leih, S. (2016). Dynamic capabilities and organizational agility: Risk, uncertainty, and strategy in the innovation economy. California Management Review, 58(4): 13-35. https://doi.org/10.1525/cmr.2016.58.4.13
Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7): 509-533. https://doi.org/10.1002/(SICI)1097-0266(199708)18:7<509::AID-SMJ882>3.0.CO;2-Z
Tempelaar, M. P., & Rosenkranz, N. A. (2019). Switching hats: The effect of role transition on individual ambidexterity. Journal of management, 45(4): 1517-1539. https://doi.org/10.1177/0149206317714312
Torres, J. P., Drago, C., & Aqueveque, C. (2015). Knowledge inflows effects on middle managers’ ambidexterity and performance. Management Decision, 53(10), 2303-2320. https://doi.org/10.1108/MD-04-2015-0133
Tuncdogan, A., Van Den Bosch, F., & Volberda, H. (2015). Regulatory focus as a psychological micro-foundation of leaders' exploration and exploitation activities.  Leadership Quarterly, 26(5): 838–850. https://doi.org/10.1016/j.leaqua.2015.06.004
Van der Borgh, M., de Jong, A., & Nijssen, E. J. (2017). Alternative mechanisms guiding salespersons’ ambidextrous product selling. British Journal of Management, 28(2), 331-353. https://doi.org/10.1111/1467-8551.12148
Van Doorn, S., Tretbar, T., Reimer, M., & Heyden, M. (2022). Ambidexterity in family firms: the interplay between family influences within and beyond the executive suite. Long Range Planning, 55(2), 101998. https://doi.org/10.1016/j.lrp.2020.101998
Venugopal, A., Krishnan, T. N., Upadhyayula, R. S., & Kumar, M. (2020). Finding the microfoundations of organizational ambidexterity-Demystifying the role of top management behavioural integration. Journal of Business Research, 106 1-11. https://doi.org/10.1016/j.jbusres.2019.08.049
Vicentini, F., Peruffo, E., Meissner, D., & Mueller, J. (2019). Unpacking entrepreneurial intensity and individual ambidexterity in small project-based enterprises: A new perspective for the TV drama industry. IEEE Transactions on Engineering Management, 68(2), 387-395. https://doi.org/10.1109/TEM.2019.2914662
Wang, J., Kim, T.‐Y., Bateman, T. S., Jiang, Y., & Tang, G. (2024). A paradox theory lens on proactivity, individual ambidexterity, and creativity: An empirical look. Journal of Organizational Behavior, 45(6), 896–911. https://doi.org/10.1002/job.2786
Wang, R. and Gibbons, P. (2021), Understanding managerial ambidexterity: a people–situation interaction approach, Journal of Strategy and Management, 14(2), 170-186. https://doi.org/10.1108/JSMA-08-2020-0224
Wilden, R., Hohberger, J., Devinney, T. M., & Lavie, D. (2018). Revisiting James March (1991): Whither exploration and exploitation, Strategic Organization, 16(3), 352-369. https://doi.org/10.1177/1476127018765031
Xiang, S., Chen, G., Liu, W., Zhou, Q. and Xing, S. (2019), An empirical study of the impact of goal orientation on individual ambidexterity – moderating roles of goal interdependence and constructive controversy, Nankai Business Review International, 10(3), 465-484. https://doi.org/10.1108/NBRI-11-2018-0070
Yu, T., Gudergan, S., & Chen, C. F. (2020). Achieving employee efficiency–flexibility ambidexterity. International Journal of Human Resource Management, 31(19), 2459-2494. https://doi.org/10.1080/09585192.2018.1449762
Zahoor, N., Khan, Z., Marinova, S., & Cui, L. (2024). Ambidexterity in strategic alliances: An integrative review of the literature. International Journal of Management Reviews, 26(1), 82-109. https://doi.org/10.1111/ijmr.12348
Zhang, J. A., Bai, T., Tang, R. W., Edgar, F., Grover, S., & Chen, G. (2022). The development of individual ambidexterity across institutional environments: Symmetric and configurational analyses. Management International Review, 62(4), 517-540. https://doi.org/10.1007/s11575-022-00477-y
Zhang, M. J., Zhang, Y., & Law, K. S. (2022). Paradoxical leadership and innovation in work teams: The multilevel mediating role of ambidexterity and leader vision as a boundary condition. Academy of Management Journal, 65(5), 1652-1679. https://doi.org/10.5465/amj.2017.1265
Zhang, X., Liu, Y., Tarba, S. Y., & Del Giudice, M. (2020). The micro-foundations of strategic ambidexterity: Chinese cross-border M&As, Mid-View thinking and integration management. International Business Review, 29(6), 101710. https://doi.org/10.1016/j.ibusrev.2020.101710
Zhang, Y. I., Wei, F., & Van Horne, C. (2019). Individual ambidexterity and antecedents in a changing context. International Journal of Innovation Management, 23(03), 1950021. https://doi.org/10.1142/S136391961950021X
Zheng, D.-L. (2018), Design thinking is ambidextrous. Management Decision, 56(4), 736-756. https://doi.org/10.1108/MD-04-2017-0295
Zheng, X. (2022). Salesmanship: the influence of social networks on sales-service ambidexterity. Management Decision, 60(11), 3086-3126. https://doi.org/10.1108/MD-01-2022-0038
 
چشم انداز مدیریت بازرگانی
دوره 24، شماره 62
تیر 1404
صفحه 85-124

فایل ها

هم رسانی

ارجاع به این مقاله

آمار