Meyer, A. D., Tsui, A. S., & Hinings, C. R. (1993). It is assumed that an adequate fit of the factor models can be archived when a comparative fit index (CFI) of .90 or higher and a root-mean square error of approximation (RMSEA) of .08 or lower (Avery et al. In M Holmqvist, A Spicer (Eds.

Zacher, H, Robinson, AJ, Rosing, K. (2016). Finally, employee innovative performance will be low whenever opening and closing behavior are low (Rosing et al. Gibson, CB, & Birkinshaw, J.

Strategizing throughout the organization: managing role conflict in strategic renewal. Mumford, MD, Scott, GM, Gaddis, B, Strange, JM. Ambidexterity and performance in small- to medium-sized firms: The pivotal role of top management team behavioral integration. Good, D, & Michel, EJ. The second major contribution of the current study to the ambidexterity research is that researchers can apply the ambidexterity theory of leadership for innovation to non-Western cultures since the survey, which was developed in a Western culture, showed good psychometric properties. Alternative forms of fit in contingency theory.

It is recommended that organizations should build a culture of innovation wherein leadership styles foster both exploration and exploitation behaviors among their subordinates at a high level, and hence leading to high employee innovative performance.

It is also recommended that organizations should concentrate on two important factors to influence employee innovative performance, namely organizational factor such as supporting environment, autonomy, and freedom, as well as individual factors or personal characteristics such as self-belief and intrinsic and extrinsic motivations. On the other hand, explorative activities comprise behaviors such as seeking out for new product and process innovation as well as for competitive solutions and behaviors. Emerald Group Publishing Limited.Hunter, ST, Thoroughgood, CN, Myer, AT, Ligon, GS.

Moreover, despite the fact that individual ambidexterity is widely recognized, research devoted to examine ambidexterity at an individual level of analysis is still very scantly (Kauppila and Tempelaar The roots of ambidexterity, as an organizational concept, are well recognized. Employee ambidexterity is a multidimensional construct refers to behavioral orientation of employees to combine exploitation and exploration associated activities in a definite period of time (Caniëls and Veld Employee ambidexterity encompasses distinct dimensions of exploration and exploitation (Mom et al. Investigating managers' exploration and exploitation activities: the influence of top-down, bottom-up, and horizontal knowledge inflows.

Organizations are constantly facing accelerating macro- and micro-level environmental changes, challenging to become dynamic and adapt to the unstable and heterogeneous context. Rosing, K, Frese, M, Bausch, A. Hence, the ambidexterity theory of leadership for innovation claims that opening leadership behavior results in subordinates exploration activities. On the most general level, the concept of ambidexterity implies successfully managing the Whenever there are needs to be both explorative and exploitive, Recently the focus on organizational ambidexterity has become more concentrated on how leaders act ambidextrously to achieve organizational ambidexterity.

At the employee level, i.e., human side, exploitative activities include utilizing current knowledge and skills to make short-run improvements to efficiency and effectiveness.

Future research is likely to focus on the role of ambidextrous leaders, ambidextrous teams and the Ambidextrous organizational designs and organizational ambidexterityStructural and behavioral mechanisms that lead to organizational ambidexterityRelated moderators between organizational ambidexterity and organizational outcomesAmbidextrous organizational designs and organizational ambidexterityStructural and behavioral mechanisms that lead to organizational ambidexterityRelated moderators between organizational ambidexterity and organizational outcomesMarch, J. G. (1991). Cantarello, S., Martini, A., & Nosella, A. Gibson, C. B., & Birkinshaw, J. Exploration and exploitation in organizational learning. Avery, DR, McKay, PF, Wilson, DC. (2016). Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects. Flexibility versus efficiency? Flexibility versus efficiency? Applying the ambidexterity theory of leadership for innovation, results revealed that leader opening and closing behaviors positively predicted employee exploration and exploitation behaviors, respectively, above and beyond the control variables. Zacher, H, & Wilden, RG. The last phase is idea realization, in which these ideas transform into useful applications within a work role or group, or within the whole organization.

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