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ENVIRONMENTAL UNCERTAINTY AND THE EFFECTS OF THEORY X AND THEORY Y LEADERSHIP STYLES ON AMBIDEXTROUS INNOVATION

Yıl 2017, Cilt: 6 Sayı: 1, 115 - 144, 01.06.2017

Selva Staub Aykut Arslan

Öz

This paper explores leadership-innovation ambidexterity relationship from the perspective of McGregor’s Theory X and Y when faced with environmental uncertainty and further investigates which leadership attitude is more inclined to exploitative or explorative innovation and what the effect of perceived environmental uncertainty is. A two-page questionnaire was delivered to the owners and managers of 200 registered chandelier makers and lighting firms. The general finding of our study is that regardless of environmental uncertainty, among the ones we surveyed, the majority demonstrated Theory Y attitudes 50.9% . Again, 78.18% of the participants of the study perceived their business environment as highly uncertain. We found support to our assumption that perceived environmental uncertainty will result in a greater tendency to exhibit Theory X attitude by the Theory X managers/owners. Unexpectedly, similar results were also observed for Theory Y managers/owners under the same circumstances in which they are inclined to give up some of their Theory Y attitudes. The important point here is that their Theory Y point of view, not their attitude, still holds, and that change in attitude is due to the fear to “losing everything”.

Anahtar Kelimeler

Theory X and Theory Y SMEs Innovations Uncertainty Ambidextrous Innovations.

Kaynakça

  • Abidin, S.B.Z., Bin Mokhtar, S.S. & Bin Yusoff, R.Z. (2011), “A Systematic Analysis of Innovation Studies: A Proposed Framework on Relationship between Innovation Process and Firm’s Performance”, The Asian Journal of Technology Management, 4 (2), 65-83.
  • Adams, R. (2003). Perceptions of Innovations: Exploring and Developing Innovation Classification (Unpublished doctoral Thesis). Cranfield University, School of Management. Retrieved June 29, 2015, from http://dspace.lib. cranfield. ac.uk/handle/1826/124.
  • Andriopoulos, C. & Lewis, M.W. (2009), “Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation”, Organization Science, 20 (4), 696–717.
  • Arslan, A. & Staub, S. (2012), “Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier District”, Procedia - Social and Behavioral Sciences, 75, 102-111.
  • Avolio, B.J., Reichard, R.J., Hannah, S.T., Walumbwa, F.O. & Chan, A. (2009), “A meta-analytic review of leadership impact research: Experimental and quasiexperimental studies”, The Leadership Quarterly, 20, 764–784.
  • Baglin, J. (2014), “Improving Your Exploratory Factor Analysis for Ordinal Data: A Demonstration Using FACTOR”, Practical Assessment, Research & Evaluation, 19(5), 1-15.
  • Bass, B. M. And Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Free Press, USA.
  • Birkinshaw, J. & Gibson, C. (2004), “Building ambidexterity into an organization”, MIT Sloan Management Review, 45 (4), 47-55.
  • Bledow, R., Frese, M. & Mueller, V. (2011), “Ambidextrous leadership for innovation: the influence of culture”, in William H. Mobley, Ming Li, Ying Wang (Eds.), Advances in Global Leadership (Vol. 6, pp. 41-69). Emerald Group Publishing Limited.
  • Brion, S., Mothe, C. & Sabatier,M. (2010), “The Impact of Organisational Context and Competences on Innovation Ambidexterity”, International Journal of Innovation Management, 14 (2):151-178.
  • Carson, C.M. (2005), “A historical view of Douglas McGregor’s Theory Y”, Management Decision, 43, 450-460.
  • Chang, Y. & Hughes, M. (2012), “Drivers of innovation ambidexterity in small- to medium-sized firms”, European Management Journal, 30, 1–17.
  • Chang, Y., Hughes, M., & Hotho, S. (2011), “Internal and external antecedents of SMEs’ innovation ambidexterity outcomes”, Management Decision, 49 (10), 1658- 1676.
  • Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd Ed.). Hillsdale, NJ: Lawrence Erlbaum.
  • Crowther, S. (2010), “Implications of Integral Theory for Contemporary Leadership”, Leadership Advance Online, 20, 1-7.
  • Damanpour, F. & Schneider, M. (2006), “Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers”, British Journal of Management, 17, 215–236.
  • de Hoogh, A.H.B., Greerb, L.L. & Den Hartog, D.N. (2015), “Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance”, The Leadership Quarterly, in Press.
  • de Hoogh, A., den Hartog, D., Koopman, P. Thierry, H., van den Berg,P., van der Weide, J. & Wilderom, C. (2004), “Charismatic leadership, environmental dynamism, and performance”, European Journal of Work and Organizational Psychology, 13 (4), 447-471.
  • de Jong, J. P.J. & Den Hartog, D.N. (2007), “How leaders influence employees’ innovative behavior”, European Journal of Innovation Management, 10 (1), 41-64.
  • Dover, P.A. & Dierk, U. (2010), “The ambidextrous organization: integrating managers, entrepreneurs and leaders”, Journal of Business Strategy, 31, 49–58.
  • Duncan, R. (1976), “The ambidextrous organization: Designing dual structures for innovation”, in Killman, R. H., L. R. Pondy, and D. Sleven (Eds.), the Management of Organization (pp. 167-188). New York: North Holland.
  • E. Dinh, J., Lord, R.G., Gardner, W. L., Meuser, J. D., Liden, R. C. & Hu, J. (2014), “Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives”, The Leadership Quarterly, 25, 36–62.
  • Ensley, M.D., Pearce, C.L. & Hmieleski, K.M. (2006), “The Moderating Effect of Environmental Dynamism on the Relationship between Entrepreneur Leadership Behavior and New Venture Performance”, Journal of Business Venturing, 21, 243–26.
  • Factor9.3 (2013). A freeware program developed at the Rovirai Virgili University by Lorenzo-Seva, U. & Ferrando, P.J. Retrieved January 19, 2015, from http://psico.fcep. urv.es/utilitats/ factor/soft/ factor9.3.1.zip.
  • Ferrary, M. (2011), “Specialized Organizations and Ambidextrous Clusters in the Open Innovation Paradigm”, European Management Journal, 29, 181-192.
  • Fiset, J. & Dostaler, I. (2013), “Combining Old and New Tricks: Ambidexterity in Aerospace Design and Integration Teams”, Team Performance Management, 19 (7/8), 314-330.
  • Freel, M.S. (2005), “Perceived Environmental Uncertainty and Innovation in Small Firms”, Small Business Economics, 25, 49–64.
  • Gibson, C. B. & Birkinshaw, J. (2004), “The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity”, The Academy of Management Journal, 47 (2), 209 – 226.
  • Gill, R. (2011). Theory and Practice of Leadership. (2nd Ed.). SAGE Pub., London, U.K.
  • Hayes, A.F. (2013). Introduction to Mediation, Moderation, and Conditional Process Analysis. Guilford Publications, Inc., London.
  • Jansen, J. J. P., Van den Bosch, F.A.J. & Volberda, H. W. (2005), “Exploratory Innovation, Exploitative Innovation, and Ambidexterity: The Impact of Environmental and Organizational Antecedents”, Schmalenbach Business Review, 57, 351-363.
  • Jansen, J.J.P., Vera, D. & Crossan, M. (2009), “Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism”, The Leadership Quarterly, 20, 5-18.
  • Kenny, D.A. (2013). Moderator Variables: Introduction. Retrieved January 6, 2015, from http://davidakenny.net/cm/ moderation.htm.
  • Kinlaw, D.C. (1995). The Practice of Empowerment. Gower Publishing Ltd, UK. Kopelman, R. E., Prottas, D. J. & Falk, D. W. (2010), “Construct Validation of a Theory X/Y”, Leadership & Organization Development Journal, 31 (2), 120-135.
  • Krause, D.E. (2004), “Influence-based Leadership as a Determinant of the Inclination to Innovate and of Innovation-related Behaviors: An Empirical Investigation”, Leadership Quarterly, 15, 79-102.
  • Kurtz, C. & Snowden, D. (2003), “The New Dynamics of Strategy: Sense-making in a Complex-Complicated World”, IBM Systems Journal, 42 (3), 462–83.
  • Lee, C., Wu, H-L. & Liu, C-Y. (2013), “Contextual Determinants of Ambidextrous Learning: Evidence from Industrial Firms in Four Industrialized Countries”, IEEE Transactions on Engineering Management, 60 (3), 529-540.
  • Leung, K. & Morris, M.W. (2012), “Chapter 16: Culture and Creativity: A Social Psychological Analysis”, in De Cremer, D., van Dick, R, and Murnighan, J.K. (Eds), Social Psychology and Organizations (pp.1-17). Reissue Ed., Routledge Academic, UK.
  • Love, J.H. & Roper, S. (2015), “SME innovation, exporting and growth: A review of existing evidence”, International Small Business Journal, 33 (1), 28–48.
  • Lubatkin, M.H., Simsek,Z. Ling, Y. & Veiga, J.F. (2006), “Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration”, Journal of Management, 32, 646-672.
  • March, J. G. (1991), “Exploration and exploitation in organizational learning”, Organization Science, 2 (1), 71-87.
  • Maroco, J. (2009). PASW Statistics CDB & R; A demo with the polycor R package. The 23rd annual meeting of ASSESS, York, October 8-9, 2009. Retrieved February 15, 2012, from http://www. spssusers.co.uk/Events/2009/ MAROCO2009.pdf.
  • McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill.
  • Miles, R.E. (2007), “Innovation and Leadership Values”, California Management Review, 50 (1), 192-201.
  • Oke, A., Munshi, N. & Walumbwa, F.O. (2009), “The Influence of Leadership on Innovation Processes and Activities”, Organizational Dynamics, 38 (1), 64-72.
  • O’Reilly III, C.A. & Tushman, M.L. (2004), “The Ambidextrous Organization”, Harvard Business Review. Retrieved February 15, 2012, from http://hbr.org/2004/04/ the-ambidextrous-organization/ar/pr.
  • O’Reilly III, C.A. & Tushman, M.L. (2013), “Organizational Ambidexterity Part, Present and Future Ideas”, Academy of Management Perspectives (In Press). Retrieved February 15, 2012, from https://gsbapps.stanford.edu/researchpapers/ library/ RP2130.pdf.
  • Peng, C. Y., So, T. S., Stage, F. K. & St. John, E. P. (2002), “The Use and Interpretation of Logistic Regression in Higher Education Journals: 1988–1999”, Research in Higher Education, 43, 259-293.
  • Raisch, S. & Birkinshaw, J. (2008), “Organizational Ambidexterity: Antecedents, Outcomes, and Moderators”, Journal of Management, 34 (3), 375 – 409.
  • Rosing, K., Frese, M. & Bausch, A. (2011), “Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership”, The Leadership Quarterly, 22, 956–974.
  • Rowitz, L. (2014). Public Health Leadership: Putting Principles into Practice. (3rd Ed) Jones and Barlett Learning.
  • Schmitt, A., Probst, G. & Tushman, M.L. (2010), “Management in Times of Economic Crisis: Insights into Organizational Ambidexterity”, M@n@gement, 13 (3), 128-150.
  • Seibert, S.E., Wang, G. & Courtright, S.H. (2011), “Antecedents and Consequences of Psychological and Team Empowerment in Organizations: A Meta-Analytic Review”, Journal of Applied Psychology, 96(5), 981–1003.
  • Selcer, A. & Decker, P. (2012), “The Structuration of Ambidexterity: An Urge for Caution in Organizational Design”, The International Journal of Organization Innovation, 5 (1), 65.
  • Senge, P. (1998). The Practice of Innovation, Executive Forum. Retrieved February 12, 2012, from http://innovation.mit.edu/practice-of-innovation.pdf.
  • Shalley, C.E. & Gilson, L.L. (2004), “What leaders need to know: A review of social and contextual factors that can foster or hinder creativity”, The Leadership Quarterly, 15, 33-53.
  • Simsek, Z. (2009), “Organizational Ambidexterity: Towards a Multilevel Understanding”, Journal of Management Studies, 46, 597–624.
  • Slate, J.R. & Rojas-LeBouef, A. (2011). Presenting and Communicating Your Statistical Findings: Model Writeups. Rice University Publications. Retrieved July 27, 2014, from http://cnx.org/ content/col11299/1.3/.
  • Snowden, J.D. & Boone M.E. (2007), “A Leader’s Framework for Decision Making”, Harvard Business Review, November 2007, 69-76.
  • Tejada, P. & Moreno, P. (2013), “Patterns of innovation in tourism: Small and Medium-size Enterprises”, The Service Industries Journal, 33 (7-8), 749-758.
  • EIPC (2012). Entrepreneurship & Innovation Programme Committee: Implementation Report. European Commission, Brussels. Retrieved February 15, 2012, from http://ec.europa.eu/cip/ files/cip/docs/ final_2012_eip_implementation_ report_en.pdf.
  • Thomas, D. & Bendoly, E. (2009), “Limits to Effective Leadership Style and Tactics in Critical Incident Interventions”, Project Management Journal, 40 (2), 70-80.
  • TUIK (2012). Turkish SME Report of 2011 (Report No: 13146). Retrieved December 5, 2013, from http://www.tuik.gov.tr/PreHaberBultenleri.do?id=13146.
  • Turner, N., Swart, J. & Maylor, H. (2013), “Mechanisms for Managing Ambidexterity: A Review and Research Agenda”, International Journal of Management Reviews, 15, 317–332.
  • Uhl-Bien, M., Marion, R. & McKelvey, B. (2007), “Complexity leadership theory: shifting leadership from the industrial age to the knowledge era”, Leadership Quarterly, 18, 298–318.
  • Uzkurt, C., Kumar, R. & Sert, H. (2012), “The Impact of Environmental Uncertainty Dimensions on Organisational Innovativeness: An Empirical Study on SMEs”, International Journal of Innovation Management, 16 (2), 1-23.
  • Vaccaro, I.G., Jansen, J.J. P., van Den Bosch, F.A. J. & Volberda, H.W. (2012), “Management Innovation and Leadership: The Moderating Role of Organizational Size”, Journal of Management Studies, 49 (1), 28-51.
  • Waldman, D. A., Ramirez, G. G., House, R. J. & Puranam, P. (2001), “Does Leadership Matter? CEO Leader Attributes and Profitability under Conditions of Perceived Environmental Uncertainty”, Academy of Management Journal, 44, 134- 143.
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ENVIRONMENTAL UNCERTAINTY AND THE EFFECTS OF THEORY X AND THEORY Y LEADERSHIP STYLES ON AMBIDEXTROUS INNOVATION

Yıl 2017, Cilt: 6 Sayı: 1, 115 - 144, 01.06.2017

Selva Staub Aykut Arslan

Öz

Kaynakça

  • Abidin, S.B.Z., Bin Mokhtar, S.S. & Bin Yusoff, R.Z. (2011), “A Systematic Analysis of Innovation Studies: A Proposed Framework on Relationship between Innovation Process and Firm’s Performance”, The Asian Journal of Technology Management, 4 (2), 65-83.
  • Adams, R. (2003). Perceptions of Innovations: Exploring and Developing Innovation Classification (Unpublished doctoral Thesis). Cranfield University, School of Management. Retrieved June 29, 2015, from http://dspace.lib. cranfield. ac.uk/handle/1826/124.
  • Andriopoulos, C. & Lewis, M.W. (2009), “Exploitation-Exploration Tensions and Organizational Ambidexterity: Managing Paradoxes of Innovation”, Organization Science, 20 (4), 696–717.
  • Arslan, A. & Staub, S. (2012), “Theory X and Theory Y Type Leadership Behavior and its Impact on Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier District”, Procedia - Social and Behavioral Sciences, 75, 102-111.
  • Avolio, B.J., Reichard, R.J., Hannah, S.T., Walumbwa, F.O. & Chan, A. (2009), “A meta-analytic review of leadership impact research: Experimental and quasiexperimental studies”, The Leadership Quarterly, 20, 764–784.
  • Baglin, J. (2014), “Improving Your Exploratory Factor Analysis for Ordinal Data: A Demonstration Using FACTOR”, Practical Assessment, Research & Evaluation, 19(5), 1-15.
  • Bass, B. M. And Bass, R. (2008). The Bass Handbook of Leadership: Theory, Research, and Managerial Applications. Free Press, USA.
  • Birkinshaw, J. & Gibson, C. (2004), “Building ambidexterity into an organization”, MIT Sloan Management Review, 45 (4), 47-55.
  • Bledow, R., Frese, M. & Mueller, V. (2011), “Ambidextrous leadership for innovation: the influence of culture”, in William H. Mobley, Ming Li, Ying Wang (Eds.), Advances in Global Leadership (Vol. 6, pp. 41-69). Emerald Group Publishing Limited.
  • Brion, S., Mothe, C. & Sabatier,M. (2010), “The Impact of Organisational Context and Competences on Innovation Ambidexterity”, International Journal of Innovation Management, 14 (2):151-178.
  • Carson, C.M. (2005), “A historical view of Douglas McGregor’s Theory Y”, Management Decision, 43, 450-460.
  • Chang, Y. & Hughes, M. (2012), “Drivers of innovation ambidexterity in small- to medium-sized firms”, European Management Journal, 30, 1–17.
  • Chang, Y., Hughes, M., & Hotho, S. (2011), “Internal and external antecedents of SMEs’ innovation ambidexterity outcomes”, Management Decision, 49 (10), 1658- 1676.
  • Cohen, J. (1988). Statistical power analysis for the behavioral sciences (2nd Ed.). Hillsdale, NJ: Lawrence Erlbaum.
  • Crowther, S. (2010), “Implications of Integral Theory for Contemporary Leadership”, Leadership Advance Online, 20, 1-7.
  • Damanpour, F. & Schneider, M. (2006), “Phases of the Adoption of Innovation in Organizations: Effects of Environment, Organization and Top Managers”, British Journal of Management, 17, 215–236.
  • de Hoogh, A.H.B., Greerb, L.L. & Den Hartog, D.N. (2015), “Diabolical dictators or capable commanders? An investigation of the differential effects of autocratic leadership on team performance”, The Leadership Quarterly, in Press.
  • de Hoogh, A., den Hartog, D., Koopman, P. Thierry, H., van den Berg,P., van der Weide, J. & Wilderom, C. (2004), “Charismatic leadership, environmental dynamism, and performance”, European Journal of Work and Organizational Psychology, 13 (4), 447-471.
  • de Jong, J. P.J. & Den Hartog, D.N. (2007), “How leaders influence employees’ innovative behavior”, European Journal of Innovation Management, 10 (1), 41-64.
  • Dover, P.A. & Dierk, U. (2010), “The ambidextrous organization: integrating managers, entrepreneurs and leaders”, Journal of Business Strategy, 31, 49–58.
  • Duncan, R. (1976), “The ambidextrous organization: Designing dual structures for innovation”, in Killman, R. H., L. R. Pondy, and D. Sleven (Eds.), the Management of Organization (pp. 167-188). New York: North Holland.
  • E. Dinh, J., Lord, R.G., Gardner, W. L., Meuser, J. D., Liden, R. C. & Hu, J. (2014), “Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives”, The Leadership Quarterly, 25, 36–62.
  • Ensley, M.D., Pearce, C.L. & Hmieleski, K.M. (2006), “The Moderating Effect of Environmental Dynamism on the Relationship between Entrepreneur Leadership Behavior and New Venture Performance”, Journal of Business Venturing, 21, 243–26.
  • Factor9.3 (2013). A freeware program developed at the Rovirai Virgili University by Lorenzo-Seva, U. & Ferrando, P.J. Retrieved January 19, 2015, from http://psico.fcep. urv.es/utilitats/ factor/soft/ factor9.3.1.zip.
  • Ferrary, M. (2011), “Specialized Organizations and Ambidextrous Clusters in the Open Innovation Paradigm”, European Management Journal, 29, 181-192.
  • Fiset, J. & Dostaler, I. (2013), “Combining Old and New Tricks: Ambidexterity in Aerospace Design and Integration Teams”, Team Performance Management, 19 (7/8), 314-330.
  • Freel, M.S. (2005), “Perceived Environmental Uncertainty and Innovation in Small Firms”, Small Business Economics, 25, 49–64.
  • Gibson, C. B. & Birkinshaw, J. (2004), “The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity”, The Academy of Management Journal, 47 (2), 209 – 226.
  • Gill, R. (2011). Theory and Practice of Leadership. (2nd Ed.). SAGE Pub., London, U.K.
  • Hayes, A.F. (2013). Introduction to Mediation, Moderation, and Conditional Process Analysis. Guilford Publications, Inc., London.
  • Jansen, J. J. P., Van den Bosch, F.A.J. & Volberda, H. W. (2005), “Exploratory Innovation, Exploitative Innovation, and Ambidexterity: The Impact of Environmental and Organizational Antecedents”, Schmalenbach Business Review, 57, 351-363.
  • Jansen, J.J.P., Vera, D. & Crossan, M. (2009), “Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism”, The Leadership Quarterly, 20, 5-18.
  • Kenny, D.A. (2013). Moderator Variables: Introduction. Retrieved January 6, 2015, from http://davidakenny.net/cm/ moderation.htm.
  • Kinlaw, D.C. (1995). The Practice of Empowerment. Gower Publishing Ltd, UK. Kopelman, R. E., Prottas, D. J. & Falk, D. W. (2010), “Construct Validation of a Theory X/Y”, Leadership & Organization Development Journal, 31 (2), 120-135.
  • Krause, D.E. (2004), “Influence-based Leadership as a Determinant of the Inclination to Innovate and of Innovation-related Behaviors: An Empirical Investigation”, Leadership Quarterly, 15, 79-102.
  • Kurtz, C. & Snowden, D. (2003), “The New Dynamics of Strategy: Sense-making in a Complex-Complicated World”, IBM Systems Journal, 42 (3), 462–83.
  • Lee, C., Wu, H-L. & Liu, C-Y. (2013), “Contextual Determinants of Ambidextrous Learning: Evidence from Industrial Firms in Four Industrialized Countries”, IEEE Transactions on Engineering Management, 60 (3), 529-540.
  • Leung, K. & Morris, M.W. (2012), “Chapter 16: Culture and Creativity: A Social Psychological Analysis”, in De Cremer, D., van Dick, R, and Murnighan, J.K. (Eds), Social Psychology and Organizations (pp.1-17). Reissue Ed., Routledge Academic, UK.
  • Love, J.H. & Roper, S. (2015), “SME innovation, exporting and growth: A review of existing evidence”, International Small Business Journal, 33 (1), 28–48.
  • Lubatkin, M.H., Simsek,Z. Ling, Y. & Veiga, J.F. (2006), “Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration”, Journal of Management, 32, 646-672.
  • March, J. G. (1991), “Exploration and exploitation in organizational learning”, Organization Science, 2 (1), 71-87.
  • Maroco, J. (2009). PASW Statistics CDB & R; A demo with the polycor R package. The 23rd annual meeting of ASSESS, York, October 8-9, 2009. Retrieved February 15, 2012, from http://www. spssusers.co.uk/Events/2009/ MAROCO2009.pdf.
  • McGregor, D. (1960). The Human Side of Enterprise. New York: McGraw-Hill.
  • Miles, R.E. (2007), “Innovation and Leadership Values”, California Management Review, 50 (1), 192-201.
  • Oke, A., Munshi, N. & Walumbwa, F.O. (2009), “The Influence of Leadership on Innovation Processes and Activities”, Organizational Dynamics, 38 (1), 64-72.
  • O’Reilly III, C.A. & Tushman, M.L. (2004), “The Ambidextrous Organization”, Harvard Business Review. Retrieved February 15, 2012, from http://hbr.org/2004/04/ the-ambidextrous-organization/ar/pr.
  • O’Reilly III, C.A. & Tushman, M.L. (2013), “Organizational Ambidexterity Part, Present and Future Ideas”, Academy of Management Perspectives (In Press). Retrieved February 15, 2012, from https://gsbapps.stanford.edu/researchpapers/ library/ RP2130.pdf.
  • Peng, C. Y., So, T. S., Stage, F. K. & St. John, E. P. (2002), “The Use and Interpretation of Logistic Regression in Higher Education Journals: 1988–1999”, Research in Higher Education, 43, 259-293.
  • Raisch, S. & Birkinshaw, J. (2008), “Organizational Ambidexterity: Antecedents, Outcomes, and Moderators”, Journal of Management, 34 (3), 375 – 409.
  • Rosing, K., Frese, M. & Bausch, A. (2011), “Explaining the heterogeneity of the leadership-innovation relationship: Ambidextrous leadership”, The Leadership Quarterly, 22, 956–974.
  • Rowitz, L. (2014). Public Health Leadership: Putting Principles into Practice. (3rd Ed) Jones and Barlett Learning.
  • Schmitt, A., Probst, G. & Tushman, M.L. (2010), “Management in Times of Economic Crisis: Insights into Organizational Ambidexterity”, M@n@gement, 13 (3), 128-150.
  • Seibert, S.E., Wang, G. & Courtright, S.H. (2011), “Antecedents and Consequences of Psychological and Team Empowerment in Organizations: A Meta-Analytic Review”, Journal of Applied Psychology, 96(5), 981–1003.
  • Selcer, A. & Decker, P. (2012), “The Structuration of Ambidexterity: An Urge for Caution in Organizational Design”, The International Journal of Organization Innovation, 5 (1), 65.
  • Senge, P. (1998). The Practice of Innovation, Executive Forum. Retrieved February 12, 2012, from http://innovation.mit.edu/practice-of-innovation.pdf.
  • Shalley, C.E. & Gilson, L.L. (2004), “What leaders need to know: A review of social and contextual factors that can foster or hinder creativity”, The Leadership Quarterly, 15, 33-53.
  • Simsek, Z. (2009), “Organizational Ambidexterity: Towards a Multilevel Understanding”, Journal of Management Studies, 46, 597–624.
  • Slate, J.R. & Rojas-LeBouef, A. (2011). Presenting and Communicating Your Statistical Findings: Model Writeups. Rice University Publications. Retrieved July 27, 2014, from http://cnx.org/ content/col11299/1.3/.
  • Snowden, J.D. & Boone M.E. (2007), “A Leader’s Framework for Decision Making”, Harvard Business Review, November 2007, 69-76.
  • Tejada, P. & Moreno, P. (2013), “Patterns of innovation in tourism: Small and Medium-size Enterprises”, The Service Industries Journal, 33 (7-8), 749-758.
  • EIPC (2012). Entrepreneurship & Innovation Programme Committee: Implementation Report. European Commission, Brussels. Retrieved February 15, 2012, from http://ec.europa.eu/cip/ files/cip/docs/ final_2012_eip_implementation_ report_en.pdf.
  • Thomas, D. & Bendoly, E. (2009), “Limits to Effective Leadership Style and Tactics in Critical Incident Interventions”, Project Management Journal, 40 (2), 70-80.
  • TUIK (2012). Turkish SME Report of 2011 (Report No: 13146). Retrieved December 5, 2013, from http://www.tuik.gov.tr/PreHaberBultenleri.do?id=13146.
  • Turner, N., Swart, J. & Maylor, H. (2013), “Mechanisms for Managing Ambidexterity: A Review and Research Agenda”, International Journal of Management Reviews, 15, 317–332.
  • Uhl-Bien, M., Marion, R. & McKelvey, B. (2007), “Complexity leadership theory: shifting leadership from the industrial age to the knowledge era”, Leadership Quarterly, 18, 298–318.
  • Uzkurt, C., Kumar, R. & Sert, H. (2012), “The Impact of Environmental Uncertainty Dimensions on Organisational Innovativeness: An Empirical Study on SMEs”, International Journal of Innovation Management, 16 (2), 1-23.
  • Vaccaro, I.G., Jansen, J.J. P., van Den Bosch, F.A. J. & Volberda, H.W. (2012), “Management Innovation and Leadership: The Moderating Role of Organizational Size”, Journal of Management Studies, 49 (1), 28-51.
  • Waldman, D. A., Ramirez, G. G., House, R. J. & Puranam, P. (2001), “Does Leadership Matter? CEO Leader Attributes and Profitability under Conditions of Perceived Environmental Uncertainty”, Academy of Management Journal, 44, 134- 143.
  • Wei, Z., Yaqun, Y. & Changhong, Y. (2011), “Bottom-up Learning, Organizational Formalization, and Ambidextrous Innovation”, Journal of Organizational Change Management, 24 (3), 314-329.
  • Wilson, R. L. (2012). Exploring Great Leadership: A Practical Look from the Inside. iUniverse Books, Bloomington, US.
Toplam 70 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Bölüm Research Article
Yazarlar

Selva Staub Bu kişi benim

Aykut Arslan Bu kişi benim

Yayımlanma Tarihi 1 Haziran 2017
Yayımlandığı Sayı Yıl 2017 Cilt: 6 Sayı: 1

Kaynak Göster

APA Staub, S., & Arslan, A. (2017). ENVIRONMENTAL UNCERTAINTY AND THE EFFECTS OF THEORY X AND THEORY Y LEADERSHIP STYLES ON AMBIDEXTROUS INNOVATION. Journal of Entrepreneurship and Innovation Management, 6(1), 115-144.