A socio-psychological perspective on team ambidexterity: The contingency role of supportive leadership behaviors

J.J.P. Jansen, K.C. Kostopoulos, R.O. Mihalache, A Papalexandris

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

In addressing the notion of team ambidexterity, we propose that socio-psychological factors (i.e., team cohesion and team efficacy) may help team members to resolve paradoxical challenges and to combine exploratory and exploitative learning efforts. In addition, we theorize that senior executives may play an important role in facilitating the emergence of ambidexterity at lower hierarchical levels. In doing so, we develop a multilevel contingency framework and propose that the effectiveness of teams to achieve ambidexterity is contingent upon supportive leadership behaviours at the organizational-level. Using multilevel, multisource, and temporally separated data on 87 teams within 37 high-tech and pharmaceutical firms, we not only reveal how team cohesion and efficacy may matter for the emergence of team ambidexterity but also show that the effectiveness of supportive leadership behaviours from senior executives varies across cohesive and efficacious teams.
Original languageEnglish
Pages (from-to)939-965
JournalJournal of Management Studies
Volume53
Issue number6
DOIs
Publication statusPublished - 2016

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Drug products
Contingency
Leadership behavior
Psychological
Ambidexterity

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A socio-psychological perspective on team ambidexterity: The contingency role of supportive leadership behaviors. / Jansen, J.J.P.; Kostopoulos, K.C.; Mihalache, R.O.; Papalexandris, A.

In: Journal of Management Studies, Vol. 53, No. 6, 2016, p. 939-965.

Research output: Contribution to JournalArticleAcademicpeer-review

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