Ambidextrous leadership in the innovation process

Research output: Contributions to collected editions/worksChapterpeer-review

Standard

Ambidextrous leadership in the innovation process. / Rosing, Kathrin; Frese, Michael; Rosenbusch, Nina.
Innovation and international corporate growth. Heidelberg: Springer, 2010. p. 191-204.

Research output: Contributions to collected editions/worksChapterpeer-review

Harvard

Rosing, K, Frese, M & Rosenbusch, N 2010, Ambidextrous leadership in the innovation process. in Innovation and international corporate growth. Springer, Heidelberg, pp. 191-204. https://doi.org/10.1007/978-3-642-10823-5_12

APA

Rosing, K., Frese, M., & Rosenbusch, N. (2010). Ambidextrous leadership in the innovation process. In Innovation and international corporate growth (pp. 191-204). Springer. https://doi.org/10.1007/978-3-642-10823-5_12

Vancouver

Rosing K, Frese M, Rosenbusch N. Ambidextrous leadership in the innovation process. In Innovation and international corporate growth. Heidelberg: Springer. 2010. p. 191-204 doi: 10.1007/978-3-642-10823-5_12

Bibtex

@inbook{93ffe6a96b53414d9a6dd75eca16d041,
title = "Ambidextrous leadership in the innovation process",
abstract = "Innovation research is full of paradoxes. Bledow, Frese, Anderson, Erez, and Farr (2009) summarize several kinds of conflicting demands inherent to the innovation process and demonstrate the commonness of tensions within this process. The main paradoxes of innovation are probably achieving a balance of new and old activities, of structured and chaotic activities, and of uncertain and reliable activities. All these activities map onto ambidexterity – the ability to achieve a balance of exploration and exploitation. In this chapter, we will argue that ambidexterity is required within the innovation process, not only on the organizational level but also for each individual person involved in an innovation process. Leaders in the context of innovation need to be able to support subordinates in their attempts to act ambidextrously – by ambidextrous leadership.",
keywords = "Business psychology, Entrepreneurship",
author = "Kathrin Rosing and Michael Frese and Nina Rosenbusch",
year = "2010",
month = aug,
doi = "10.1007/978-3-642-10823-5_12",
language = "English",
isbn = "978-3-642-10822-8",
pages = "191--204",
booktitle = "Innovation and international corporate growth",
publisher = "Springer",
address = "Germany",

}

RIS

TY - CHAP

T1 - Ambidextrous leadership in the innovation process

AU - Rosing, Kathrin

AU - Frese, Michael

AU - Rosenbusch, Nina

PY - 2010/8

Y1 - 2010/8

N2 - Innovation research is full of paradoxes. Bledow, Frese, Anderson, Erez, and Farr (2009) summarize several kinds of conflicting demands inherent to the innovation process and demonstrate the commonness of tensions within this process. The main paradoxes of innovation are probably achieving a balance of new and old activities, of structured and chaotic activities, and of uncertain and reliable activities. All these activities map onto ambidexterity – the ability to achieve a balance of exploration and exploitation. In this chapter, we will argue that ambidexterity is required within the innovation process, not only on the organizational level but also for each individual person involved in an innovation process. Leaders in the context of innovation need to be able to support subordinates in their attempts to act ambidextrously – by ambidextrous leadership.

AB - Innovation research is full of paradoxes. Bledow, Frese, Anderson, Erez, and Farr (2009) summarize several kinds of conflicting demands inherent to the innovation process and demonstrate the commonness of tensions within this process. The main paradoxes of innovation are probably achieving a balance of new and old activities, of structured and chaotic activities, and of uncertain and reliable activities. All these activities map onto ambidexterity – the ability to achieve a balance of exploration and exploitation. In this chapter, we will argue that ambidexterity is required within the innovation process, not only on the organizational level but also for each individual person involved in an innovation process. Leaders in the context of innovation need to be able to support subordinates in their attempts to act ambidextrously – by ambidextrous leadership.

KW - Business psychology

KW - Entrepreneurship

UR - http://www.scopus.com/inward/record.url?scp=84892815704&partnerID=8YFLogxK

U2 - 10.1007/978-3-642-10823-5_12

DO - 10.1007/978-3-642-10823-5_12

M3 - Chapter

SN - 978-3-642-10822-8

SP - 191

EP - 204

BT - Innovation and international corporate growth

PB - Springer

CY - Heidelberg

ER -