Antecedents and effects of individual ambidexterity – A cross-level investigation of exploration and exploitation activities at the employee level

Abstract

For long-term success, companies need to adapt to technological and environmental change. Organizational ambidexterity, which balances the exploration of new opportunities with the exploitation of existing capabilities, is increasingly viewed as a promising approach to tackle this challenge. However, despite the important role of individuals for firms' ambidexterity and performance, evidence on how exploration of new opportunities and exploitation of existing capabilities are triggered at an individual level and on their subsequent effects on overall performance is still lacking. Accordingly, the present research shifts the focus from organizational ambidexterity to individual ambidexterity. Based on data from 415 employees, the results of structural equation modeling show that both organizational architecture and organizational context can be used to induce individual ambidexterity. Furthermore, positive performance effects of individual ambidexterity across different organizational levels, namely the team and department levels, are confirmed.