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The study aims to determine the factors enabling managerial ambidexterity and their impact on organisational performance.

Enabling managerial ambidexterity: drivers and their impact on organisational performance

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The study aims to determine the factors enabling managerial ambidexterity and their impact on organisational performance.
Utilized FsQCA methodology for analysis
Identified mechanisms fostering balance between exploitative and explorative activities
Examined the role of shared vision and reward systems
Revealed that shared vision and incentivised reward systems enhance managerial ambidexterity
Highlighted the importance of bottom-up and horizontal knowledge flows in facilitating exploration
Demonstrated that ambidextrous managers outperform those focused solely on one type of activity

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Empirical analysis identifies key factors enhancing managerial ambidexterity, boosting performance in organizations.

García-Joerger et al. (2026) studied this question.

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