Authors:

• Aleša Saša Sitar, University of Ljubljana, School of Economics and Business
• Sabine Bergner, University of Graz, Institute of Psychology
• Katarina Katja Mihelič, University of Ljubljana, School of Economics and Business
• Miha Škerlavaj, University of Ljubljana, School of Economics and Business
• Aljoša Valentinčič, University of Ljubljana, School of Economics and Business
• Ajtene Avdullahi, University Isa Boletini of Mitrovica, Faculty of Economics
• Ajda Merkuž, University of Ljubljana, School of Economics and Business

Keywords:

ambidexterity | conservation of resources (COR) theory | experimental design | task autonomy | transformational leadership 

Abstract

In dynamic work environments, individuals are expected to simultaneously refine existing knowledge and explore novel approaches – a resource-intensive challenge known as ambidexterity. Drawing on the conservation of resources theory, we examine how task autonomy and transformational leadership, as key resources at work, shape individual exploration, exploitation, and ambidexterity. Using a vignette experiment with 331 MBA students from Slovenia, Austria, and Kosovo, we find that exploration is higher under conditions of high task autonomy and transformational leadership. In contrast, exploitation is stronger when task autonomy is restricted, while leadership has no significant effect. Ambidexterity emerges only when considering both factors jointly in the sense of an interaction: Transformational leadership buffers the decline in ambidexterity typically associated with low autonomy. These findings suggest that autonomy and leadership influence exploration and exploitation in partly opposing ways, impeding the straightforward enhancement of ambidexterity. Our study reveals which resource configurations unlock individual ambidexterity.

The Sustainable Development Goals (SDGs) addressed in the article are:

• SDG 3 – Good Health and Well-being
• SDG 8 – Decent Work and Economic Growth
• SDG 9 – Industry, Innovation and Infrastructure

The article is published in:
Journal of management & organization (Cambridge University Press)

The content is freely accessible at:

Unlocking ambidexterity: How leadership and task autonomy encourage both effective exploration and exploitation