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INDIVIDUAL AMBIDEXTERITY AND ANTECEDENTS IN A CHANGING CONTEXT

Yi Zhang, Feng Wei () and Constance van Horne ()
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Yi Zhang: College of Business, Zayed University, Abu Dhabi, UAE
Feng Wei: Department of Business Administration, Tongji University, Shanghai, China
Constance van Horne: Faculty of Business, University of New Brunswick, Saint John, Canada

International Journal of Innovation Management (ijim), 2019, vol. 23, issue 03, 1-25

Abstract: People and organisations should align their current goals and adapt to change to maintain and sustain their competitive advantages. That is the idea behind ambidexterity. Extant research has largely focused on ambidexterity at the organisational and unit levels, although individual ambidexterity is perhaps equally important to organisational success. To shed some light on the issue, this paper argues that two antecedents, handling work stress and trust building, influence individual ambidexterity and individual performance. Two hundred forty-five paired questionnaires were collected, and a construct of four items of ambidextrous behaviour was used to measure individual ambidexterity. The empirical findings indicate that an individual’s skills in handling work stress in performance management, building trust for social support and practicing individual ambidexterity, result in high performance. Individual ambidexterity mediates two of these positive relationships, between handling work stress and performance, and between trust building and performance. The research and practical implications are also discussed.

Keywords: Individual ambidexterity; handling work stress; trust building; individual performance (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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DOI: 10.1142/S136391961950021X

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