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CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach

Shuangfa Huang, Martina Battisti Orcid Logo, David Pickernell Orcid Logo

Journal of Business Research, Volume: 125, Pages: 26 - 38

Swansea University Author: David Pickernell Orcid Logo

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DOI (Published version): 10.1016/j.jbusres.2020.12.004

Abstract

This study contributes to research on how microfoundations, in the form of CEO characteristics, influence ambidexterity (the capability to engage simultaneously in both exploration and exploitation) in SMEs. Specifically, it aims to identify which combinations of CEO regulatory foci (promotion and p...

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Published in: Journal of Business Research
ISSN: 0148-2963
Published: Elsevier BV 2021
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URI: https://cronfa.swan.ac.uk/Record/cronfa61222
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first_indexed 2022-09-14T13:47:06Z
last_indexed 2023-01-13T19:21:51Z
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spelling 2022-09-30T12:23:19.0235333 v2 61222 2022-09-14 CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach 913bd73da00d7df4f5038f6f144b235e 0000-0003-0912-095X David Pickernell David Pickernell true false 2022-09-14 BBU This study contributes to research on how microfoundations, in the form of CEO characteristics, influence ambidexterity (the capability to engage simultaneously in both exploration and exploitation) in SMEs. Specifically, it aims to identify which combinations of CEO regulatory foci (promotion and prevention focus) explain ambidexterity in SMEs and how these combinations themselves depend on situational conditions, namely market turbulence as perceived by the CEO and CEO tenure. Using data from 110 UK SMEs and fuzzy-set qualitative comparative analysis, we explore the combinations of CEO regulatory focus and situational conditions that lead to the presence and absence of ambidexterity. The findings contribute to a better understanding of SME ambidexterity and expand regulatory focus theory by showing that one of the regulatory foci tends to play a dominant role in shaping ambidexterity. The findings also reveal that situational conditions may compensate for the lack of promotion or prevention focus to produce ambidexterity. Journal Article Journal of Business Research 125 26 38 Elsevier BV 0148-2963 Regulatory focus; Ambidexterity; CEO tenure; Small and medium-sized enterprises (SMEs); Fuzzy-set qualitative comparative analysis (fsQCA) 1 3 2021 2021-03-01 10.1016/j.jbusres.2020.12.004 COLLEGE NANME Business COLLEGE CODE BBU Swansea University 2022-09-30T12:23:19.0235333 2022-09-14T14:45:03.1805667 Faculty of Humanities and Social Sciences School of Management - Business Management Shuangfa Huang 1 Martina Battisti 0000-0002-3236-7654 2 David Pickernell 0000-0003-0912-095X 3
title CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach
spellingShingle CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach
David Pickernell
title_short CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach
title_full CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach
title_fullStr CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach
title_full_unstemmed CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach
title_sort CEO regulatory focus as the microfoundation of organizational ambidexterity: A configurational approach
author_id_str_mv 913bd73da00d7df4f5038f6f144b235e
author_id_fullname_str_mv 913bd73da00d7df4f5038f6f144b235e_***_David Pickernell
author David Pickernell
author2 Shuangfa Huang
Martina Battisti
David Pickernell
format Journal article
container_title Journal of Business Research
container_volume 125
container_start_page 26
publishDate 2021
institution Swansea University
issn 0148-2963
doi_str_mv 10.1016/j.jbusres.2020.12.004
publisher Elsevier BV
college_str Faculty of Humanities and Social Sciences
hierarchytype
hierarchy_top_id facultyofhumanitiesandsocialsciences
hierarchy_top_title Faculty of Humanities and Social Sciences
hierarchy_parent_id facultyofhumanitiesandsocialsciences
hierarchy_parent_title Faculty of Humanities and Social Sciences
department_str School of Management - Business Management{{{_:::_}}}Faculty of Humanities and Social Sciences{{{_:::_}}}School of Management - Business Management
document_store_str 0
active_str 0
description This study contributes to research on how microfoundations, in the form of CEO characteristics, influence ambidexterity (the capability to engage simultaneously in both exploration and exploitation) in SMEs. Specifically, it aims to identify which combinations of CEO regulatory foci (promotion and prevention focus) explain ambidexterity in SMEs and how these combinations themselves depend on situational conditions, namely market turbulence as perceived by the CEO and CEO tenure. Using data from 110 UK SMEs and fuzzy-set qualitative comparative analysis, we explore the combinations of CEO regulatory focus and situational conditions that lead to the presence and absence of ambidexterity. The findings contribute to a better understanding of SME ambidexterity and expand regulatory focus theory by showing that one of the regulatory foci tends to play a dominant role in shaping ambidexterity. The findings also reveal that situational conditions may compensate for the lack of promotion or prevention focus to produce ambidexterity.
published_date 2021-03-01T04:19:54Z
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score 11.012678

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