Integrative Perspective on Ambidexterity, Creativity and Networking: Literature Overview

Abstract

Purpose: This paper is aimed at investigating the research trends about ambidexterity blended with creativity and checking whether networking could be one of the approaches making that perspective more comprehensive. Approach/Methodology/Design: Almost every industry, characterized by particular specifics provides different managerial pressures. Those tensions are the drivers of changing managerial cognition aimed at finding the balance between improving the organizational performance and value creating. Based on the literature review and database search using PRISMA protocol, we proposed integrating ambidexterity, creativity and networking in one research perspective. Findings: A detailed analysis revealed three main research areas that are discussed so farthe development of dyadic ties of individuals, multitasking approach and the evolution of social networks linking individuals. Practical Implications: There are different managerial dilemmas which are rooted in the tensions observed. Holistic perspective that is applied in this study includes managing ambidexterity to develop specific organizational abilities driven by creativity. Providing an integrative perspective where the networking is also included, would allow to find the managerial solutions to some of the paradoxes reported. Originality/Value: Although there are many research results that confirm the necessity of enhancing the level of creativeness in organizations, we proposed including the networking perspective as one of the approaches that would allow to gain the knowledge and skills necessary to build the creative potential. As a result the perspective proposed would allow to deal with the paradoxes identifies and enhance the level of ambidexterity.

Impact of the Paradoxical Leadership on Employee Creativity: Testing a Moderated Mediation Model

“…The results of this study are in line with the past literature, which has shown that PLB promotes ambidexterity among employees and enhances their level of innovation as well as creativity (Radomska & Wo1czek, 2020;Yi et al, 2019;Zhaohui, 2018). A leader's opening and closing behaviors affect employees' behavior because these behaviors not only allow the employee to work by taking advantage of previous experiences but also motivate them and increase their participation in the discovery of new ideas.…”

“…According to researchers, explorative and exploitative behavior promote innovation among employees (Canie¨ls & Veld, 2019;Rosing & Zacher, 2017). Exploration focuses on thinking outside the box, engaging in experiments, and looking for new ways of doing things that altogether increase creativity (Radomska & Wo1czek, 2020). On the other hand, exploitation involves risk avoidance and rules following, encouraging employees to display creativity.…”

“…According to this theory, employee reciprocates the positive behavior of leaders. When PLB provide flexibility, autonomy, and individual attention to employees, employees display ambidexterity in exchange, leading to creativity (Radomska & Wołczek, 2020; Yi et al, 2019; Zhaohui, 2018). Employee ambidexterity can contribute to giving solutions to the organizations’ dual challenges which lead to creativity.…”

In search of mediators of leadership behavior to Team Creativity in Team Start-ups

“…Radomska and Wołczek ( 2020 ) analyzed 62 previous studies on the relationship between ambidexterity and creativity in an organization. Their finding is as follows: (i) there are four research perspectives on ambidexterity and creativity issue, namely learning process and knowledge acquiring, organizational context, managerial practice, and company's characteristic; (ii) creativity belongs to the managerial practice, which is a dominant perspective compared to the other three perspectives; (iii) to enhance creativity in an organization, we need to facilitate Team Ambidexterity to embrace the right approach.…”

“…Enhancing creativity is perceived as a challenge in finding the balance between the two aspects of Ambidexterity (Jones and Casulli, 2014 ; Radomska and Wołczek, 2020 ). However, finding this balance requires an ambidexterity-based approach (Lubatkin et al, 2006 ).…”