Ambidextrous leadership in the innovation process in innovation and corporate growth

K. Rosing, Nina Rosenbusch, M. Frese

Research output: Chapter in Book/Report/Conference proceedingChapter

9 Citations (Scopus)

Abstract

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.
Original languageEnglish
Title of host publicationInnovation and international corporate growth
EditorsA. Gerybadze, U. Hommel, H.W. Reiner, D. Thomaschewski
Pages191-204
Number of pages14
DOIs
Publication statusPublished - 2010

Fingerprint

Innovation
Innovation process
Corporate growth
Paradox
Ambidexterity

Keywords

  • ambidextrous leadership
  • innovation process
  • corporate growth
  • finance
  • marketing
  • technology management

Cite this

Rosing, K., Rosenbusch, N., & Frese, M. (2010). Ambidextrous leadership in the innovation process in innovation and corporate growth. In A. Gerybadze, U. Hommel, H. W. Reiner, & D. Thomaschewski (Eds.), Innovation and international corporate growth (pp. 191-204) https://doi.org/10.1007/978-3-642-10823-5_12
Rosing, K. ; Rosenbusch, Nina ; Frese, M. / Ambidextrous leadership in the innovation process in innovation and corporate growth. Innovation and international corporate growth . editor / A. Gerybadze ; U. Hommel ; H.W. Reiner ; D. Thomaschewski. 2010. pp. 191-204
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Rosing, K, Rosenbusch, N & Frese, M 2010, Ambidextrous leadership in the innovation process in innovation and corporate growth. in A Gerybadze, U Hommel, HW Reiner & D Thomaschewski (eds), Innovation and international corporate growth . pp. 191-204. https://doi.org/10.1007/978-3-642-10823-5_12

Ambidextrous leadership in the innovation process in innovation and corporate growth. / Rosing, K.; Rosenbusch, Nina; Frese, M.

Innovation and international corporate growth . ed. / A. Gerybadze; U. Hommel; H.W. Reiner; D. Thomaschewski. 2010. p. 191-204.

Research output: Chapter in Book/Report/Conference proceedingChapter

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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.

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KW - corporate growth

KW - finance

KW - marketing

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Rosing K, Rosenbusch N, Frese M. Ambidextrous leadership in the innovation process in innovation and corporate growth. In Gerybadze A, Hommel U, Reiner HW, Thomaschewski D, editors, Innovation and international corporate growth . 2010. p. 191-204 https://doi.org/10.1007/978-3-642-10823-5_12