Abstract
This study analyzed how personality traits, team context, and the interaction between the two affect individual exploitation and exploration. Analyses of data from two Korean firms revealed that personality traits have an effect on individual exploitation and exploration activities. Specifically, the authors found that those with high-level openness to experiences engaged in high-level exploration activities. By contrast, those with high-level conscientiousness pursued high-level exploitation activities. For individual exploitation and exploration activities, the team context perceived by individuals was also important. Furthermore, this study confirmed the effect of the interaction between personality traits and team context on individual exploitation and exploration activities.
Highlights
Ambidexterity is beneficial to the sustainable performance of an organization [1]
While exploitation represents small and gradual changes, exploration refers to activities that result in new products, ideas, knowledge, institutions, competencies, and processes that are quite different from existing ones
This study selects two contextual variables that may improve individual exploitation and exploration from all available sources, including the situation, contextual features, context, and other information from interviews with firms
Summary
Ambidexterity is beneficial to the sustainable performance of an organization [1]. In a dynamic environment, successful businesses are ambidextrous, meaning they are aligned and efficient in managing today’s business demands, while adapting to changes in the environment to survive tomorrow [1,2]. Recent studies on ambidexterity focus on its behavioral model, which stresses that a firm’s ambidexterity comes from its human resource system [3] Building on this view, the perspective of Gibson and Birkinshaw [1] on ambidexterity has been added, and studies have begun to examine how human resource systems can help develop a behavioral context that encourages employees to engage in exploitation and exploration [4]. The perspective of Gibson and Birkinshaw [1] on ambidexterity has been added, and studies have begun to examine how human resource systems can help develop a behavioral context that encourages employees to engage in exploitation and exploration [4] In this regard, while various contextual ambidexterity studies have been performed recently, the following important points have been overlooked. Expanding on contextual ambidexterity studies, the current research examines the interaction between team context and personality traits for individual exploitation and exploration. The authors analyzed what personality traits, with different team context features, lead to different levels of exploitation and exploration
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