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Investigating the Effect of Manager's Ambidexterity on Organizational Ambidexterity in Small Hi-Tech Companies

Emamikia, Peyman | 2018

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  1. Type of Document: M.Sc. Thesis
  2. Language: Farsi
  3. Document No: 50998 (44)
  4. University: Sharif University of Technology
  5. Department: Management and Economics
  6. Advisor(s): Khalili Nasr, Arash
  7. Abstract:
  8. Previous Research has extensively investigated ambidexterity in organizational and individual level and evaluated their prescedents and outcomes. These studies have led to an agreement on the positive relationship between ambidexterity in different levels and performance, in dynamic business environments. Unlike before, recent studies in the context of ambidexterity have been focused on the prescedents of ambidexterity in the individual level. However very few studies have empirically investigated the direct relationship between ambidexterity in different levels. In this research we have focused on the relationship between the top manager's ambidexterity and the organizational ambidexterity of the enterprise managed by him. Supposing that manager's ambidexterity has stemmed from prescedents such as behavioral traits, characteristics and past experience, we aspire to find out if his ambidexterity is reflected in the organization he is managing. This reflection may be realized through various mechanisms including strategic decisions, establishing special work routines, resource allocation, etc. Obviously the smaller the organization, the more the top manager will influence organizational attributes, therefore we limited this research to studying small companies in a dynamic, compititive environment in which ambidexterity is theoretically deemed important, so as to inspect the aformentioned relationship with less noise due to organizational complexities. Our results show a meaningful relationship between top manager's individual ambidexterity and the organizational ambidexterity of the enterprise under his management. Furthermore, our result show that appropriate organizational context could help increase synergy between explorative and exploitative activities drived by the top manager, thus increase organizational ambidexterity
  9. Keywords:
  10. Top Management Teams ; Individual Ambidexterity ; Organizational Ambidexterity ; Small Hi-Tech Companies ; Organizational Context

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