Now showing 1 - 2 of 2
  • Publication
    Exploring the Role of Leadership in Enabling Contextual Ambidexterity
    Sustainable success calls for contextually ambidextrous organizing. According to theory, this entails enabling simultaneous high levels of exploration and exploitation within a subsystem. The practices involved in enabling contextual ambidexterity form a major and relatively unexplored leadership challenge. Our main aim is to draw on a combination of ambidexterity and complexity theory insights to understand how contextual ambidexterity emerges in dynamic contexts. We contribute to the literature on the role of leadership in enabling contextual ambidexterity by exploring the daily practices leaders enact to stimulate exploration and exploitation as well as to shift dynamically between them to (re)gain contextual ambidexterity. We present the results of two qualitative studies exploring leadership in project-based organizations where the pressure for contextual ambidexterity is relevant. We show that in responding adaptively to environmental stimuli, leaders shift between practices to emphasize exploitation or exploration to (re)gain the needed high levels of both, and their enactments are bounded by the conditions of keeping exploration and exploitation simultaneously high. We discuss the implications of these findings for understanding contextual ambidexterity as a dynamic accomplishment that emerges in everyday interactions, the role of leaders in enabling contextual ambidexterity, and the need for HR managers to support leaders in enacting this dynamic form of leadership.
      1649Scopus© Citations 88
  • Publication
    Doing it for themselves?: Performance appraisal for project based organizations, the role of employees, and challenges to theory
    We explore performance appraisal in project‐based organisations and provide novel insights into appraisal processes in this context. These include the central role of employees in orchestrating the appraisal process, the multiple actors that have input to appraisal including project managers, the distance between employees and their official line managers, and the weak coordinating role of human resource specialists in these systems. We draw attention to the drawbacks of current theorising on appraisal to predict and explain outcomes from appraisal systems that are not premised on stable line manager/employee dyads. Theorising based primarily on social exchange theories needs to be reconsidered in this context and new theories developed. We also question how human resource specialists can better support employees, and managers of all kinds, in their implementation roles in polyadic human resource management systems to ensure transparency, equity, and fairness of appraisal processes in a project‐based organisational context.
      320Scopus© Citations 32