Ambidextrous leadership in the innovation process
Research output: Contributions to collected editions/works › Chapter › peer-review
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Innovation and international corporate growth. Heidelberg: Springer, 2010. p. 191-204.
Research output: Contributions to collected editions/works › Chapter › peer-review
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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 -