Is There a Dark Side of Ambidexterity? Implications of Dueling Sales and Service Orientations

Abstract

This study examines how employee customer and selling orientations, and their interaction, impact frontline employees’ (FLEs) pursuit of service and sales-related performance outcomes. Applying a job demands-resources lens, we advance a model that explores service-sales ambidexterity at the individual level. Polynomial regression and response surface analysis are used to assess how varying levels of customer and selling orientation relate to FLE outcomes. Our findings indicate that commitment to service quality and sales performance are highest when employees are singularly focused on one or the other. However, when required to be ambidextrous—that is, when employees must maintain a dual focus—these outcomes begin to suffer as employees are unclear of their role in the organization. While ambidextrous employees experience role conflict, they are also more likely to use creativity in their selling activities. These positive and negative consequences of ambidexterity underscore both the potential risks and rewards of a dual orientation on the front line.