Managers’ Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context
研究管理者的组织与职能任期如何影响其双元行为，并发现双元行为在不确定性和相互依赖的工作情境中更能提升个人绩效。
Scholars have suggested that we need a better understanding about the drivers and performance implications of managers’ ambidexterity. By building a human resource management perspective on managers’ ambidexterity, this article not only examines organizational and functional tenure as important antecedents, but also provides novel insights into the contextual conditions under which the ambidextrous behavior of managers contributes to individual performance. Based on survey research among managers of two large firms, our results indicate that while organizational tenure contributes to managers’ ambidextrous behavior, functional tenure actually limits such complex behavior. Our study also reveals how managers’ performance results from the interaction between their ambidextrous behavior and the uncertainty as well as the interdependence of their work context. Results indicate that managers’ ambidexterity contributes to individual performance in more uncertain and interdependent work contexts. © 2015 Wiley Periodicals, Inc.