What Kinds Of Executives Can Promote Organizational Ambidexterity?

With the deepening of economic globalization and the rapid iteration of information technology,innovation has become the key to building and upgrading the core competitiveness of enterprise.In order to achieve sustainable development,enterprise must carry out the exploitative innovation and exploratory innovation simultaneously,that is,it needs to build organizational ambidexterity.As the strategic decision-makers,executives are critical to the organization's operations and development.Only by understanding the executive characteristics that influence the organizational ambidexterity in-depth,can the enterprise truly achieve the efficient balance of two kinds of innovative activities.This paper based on the upper echelons theory and explores what kinds of executives can promote organizational ambidexterity by using the multi-case study method based on depth interview.As the high-tech enterprise is an important benchmark of the level of firm innovation,we selected four high-tech enterprises to conduct comparative research.According to the actual condition of the enterprise,we divide the executives into the team leaders who have the greatest decision-making power and the top management team which influence the strategic choice of the organization.In the process of data analysis,we use standard technology of within-case analysis and cross-case analysis to encode,and then cycles among the literature,data and the presentation of concepts,and form the theoretical model ultimately.The final results not only further open the "black box" of the psychological characteristics of executives,but also enrich the research of the antecedents of organizational ambidexterity,which provide the guidance for corporate practice about how executives can promote the organizational ambidexterity.The conclusions are as follows:(1)The two psychological variables of team leaders' high ambidexterity tendency and entrepreneurial alertness can promote organizational ambidexterity;(2)The team's self-transcendence norm,climate of pooling collective wisdom and efforts,and high cognitive maturity can promote organizational ambidexterity.