A Socio‐Cognitive Perspective on Business Unit Ambidexterity
Middle Managers' Horizontal and Vertical Collaborations
Bibliographic Data
| ID | 21571006 |
|---|---|
| Authors | Sebastian P L Fourné (0000-0002-0376-4167, University of North Florida Jacksonville Florida USA, corresponding author), Lotte Glaser (Vrije Universiteit Amsterdam Amsterdam The Netherlands) |
| Year | 2026 |
| Volume | 43 |
| Issue | 3 |
| Publication date | 2026-09-01 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration (JOURNAL) |
| Journal identifiers | ISSN: 0825-0383 • E-ISSN: 1936-4490 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/cjas.70079 |
| OpenAlex | W7167368327 |
| Language | EN |
| References cited | 97 |
Drawing on research about middle managers' work relationships and the emerging socio‐cognitive perspective on ambidexterity, we examine how different horizontal and vertical interpersonal processes among middle managers and between middle and top managers contribute to business unit ambidexterity. Our framework also proposes that the impact of middle managers' horizontal knowledge exchange on business unit ambidexterity is shaped by the qualities (i.e., integrative bargaining and cognitive flexibility) of their vertical interpersonal processes with top managers. Results reveal complementarity of integrative bargaining and horizontal knowledge exchange, whereas cognitive flexibility in middle managers collaboration with top managers reduces the positive effect of horizontal knowledge exchange on BU ambidexterity. Our results have implications for the joint involvement of middle and top managers in fostering ambidexterity in multi‐unit organizations. We discuss the complementarities of middle managers' horizontal and vertical interpersonal processes as well as substitution effects and the associated guidance for middle managers' prioritization of interpersonal processes
Ambidexterity · Horizontal and vertical · Interpersonal communication · Middle management · Strategic business unit · Business Strategy and Innovation · Innovation and Knowledge Management · Job Satisfaction and Organizational Behavior
Estimating Nonresponse Bias in Mail Surveys
The myopia of learning
Knowledge Exchange and Combination
The Interplay Between Exploration and Exploitation
Dynamic Decision Making
Exploitation-Exploration Tensions and Organizational Ambidexterity
The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity.
Work Groups, Structural Diversity, and Knowledge Sharing in a Global Organization
Selling Issues to Top Management
Managing Strategic Contradictions
How knowledge affects radical innovation
Unpacking Organizational Ambidexterity
Construct Measurement and Validation Procedures in MIS and Behavioral Research
Ambidexterity and Performance in Small-to Medium-Sized Firms
Exploratory Innovation, Exploitative Innovation, and Performance
Exploration and Exploitation in Organizational Learning
Self-Reports in Organizational Research
CEO proactiveness, innovation, and firm performance
Impact of Degree Centrality, Structural Holes, and Network Density of External Corporate Network Ties on Ambidextrous Innovation
Micro-foundations of organizational ambidexterity in the context of cross-border mergers and acquisitions
A New Measure of Cognitive Flexibility
Not with my own
| Highly cited | No |
|---|