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Carmeli, A., & Halevi, M. Y. (2009). How Top Management Team Behavioral Integration and Behavioral Complexity Enable Organizational Ambidexterity: The Moderating Role of Contextual Ambidexterity. The Leadership Quarterly, 20, 207-218.
https://doi.org/10.1016/j.leaqua.2009.01.011

has been cited by the following article:

• TITLE: The Theoretical Case of Agile Ambidexterity

  AUTHORS: Sebastian Kortmann, Johan Perols, Carsten Zimmermann

  KEYWORDS: Strategy, Agility

  JOURNAL NAME: Open Journal of Business and Management, Vol.11 No.4, July 28, 2023

  ABSTRACT: We examine the case of agile ambidexterity, which we conceptualize as the organizational capability to simultaneously deploy agile and traditional linear innovation and development methodologies successfully. The utilization and balance of these methodologies is an increasingly important firm capability that can foster growth, sustainable development, and firm survival in a digitized environment. Specifically, we develop four propositions suggesting how structural differentiation, connectedness, and contextual ambidexterity affect agile ambidexterity. We conjecture that structural differentiation, connectedness, and contextual ambidexterity mechanisms have positive effects on agile ambidexterity, but that structural differentiation has a negative influence on connectedness. We highlight important theoretical and managerial implications.