[
Affum-Osei, E., Adom Asante, E., Kwarteng Forkouh, S., & Abdul-Nasiru, I. (2020). Career adaptability and ambidextrous behavior among customer-service representatives: the role of perceived organizational support. Journal of Personal Selling and Sales Management, 40(1), 4-18. https://doi.org/10.1080/08853134.2019.1594241
]Search in Google Scholar
[
Andrews, R., Boyne, G. A., Moon, M. J., & Walker, R. M. (2010). Assessing organizational performance: Exploring differences between internal and external measures. International Public Management Journal, 13(2), 105–129. https://doi.org/10.1080/10967491003766533
]Search in Google Scholar
[
Atuahene-Gima, K. (2005). Resolving the capability–rigidity paradox in new product innovation. Journal of Marketing, 69(4), 61-83. https://doi.org/10.1509/jmkg.2005.69.4.61
]Search in Google Scholar
[
Avey, J. B., Luthans, F., & Youssef, C. M. (2010). The additive value of positive psychological capital in predicting work attitudes and behaviors. Journal of Management, 36(2), 430-452. https://doi.org/10.1177/0149206308329961
]Search in Google Scholar
[
Boukamel, O., & Emery, Y. (2017). Evolution of organizational ambidexterity in the public sector and current challenges of innovation capabilities. Innovation Journal, 22(2), 1-28. https://serval.unil.ch/resource/serval:BIB_276592407385.P001/REF.pdf
]Search in Google Scholar
[
Brown, J. S., & Duguid, P. (1991). Organizational learning and communities of practice: Toward a unified view of working, learning and innovation. Organization Science, 2(1), 40-57. https://doi.org/10.1287/orsc.2.1.40
]Search in Google Scholar
[
Bryson, J. M., Boal, K. B., & Rainey, H. G. (2008). Strategic orientation and ambidextrous public organizations. In Conference Paper, Organisational Strategy, Structure and Process: A Reflection on the Research Perspective of Raymond Miles and Charles Snow, Cardiff University (pp. 3-5). https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.568.8&rep=rep1&-type=pdf
]Search in Google Scholar
[
Cannaerts, N., Segers, J., & Henderickx, E. (2016). Ambidextrous design and public organizations: A comparative case study. International Journal of Public Sector Management, 29(7), 708-724. https://doi.org/10.1108/IJPSM-12-2015-0210
]Search in Google Scholar
[
Cannaerts, N., Segers, J., & Warsen, R. (2020). Ambi-dexterity and public organizations: a configurational perspective. Public Performance and Management Review, 43(3), 688-712. https://doi.org/10.1080/15309576.2019.1676272
]Search in Google Scholar
[
Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781-796. http://dx.doi.org/10.1287/orsc.1090.042610.1287/orsc.1090.0426
]Search in Google Scholar
[
Choi, T., & Chandler, S. M. (2015). Exploration, exploitation, and public sector innovation: An organizational learning perspective for the public sector. Human Service Organizations: Management, Leadership and Governance, 39(2), 139-151. https://doi.org/10.1080/23303131.2015.1011762
]Search in Google Scholar
[
Clauss, T., Kraus, S., Kallinger, F. L., Bican, P. M., Brem, A., & Kailer, N. (2021). Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox. Journal of Innovation & Knowledge, 6(4), 203-213. https://doi.org/10.1016/j.jik.2020.07.003
]Search in Google Scholar
[
Delaney, C. (2005). The spirituality scale: Development and psychometric testing of a holistic instrument to assess the human spiritual dimension. Journal of Holistic Nursing, 23(2), 145-167. https://doi.org/10.1177/0898010105276180
]Search in Google Scholar
[
Damanpour, F., Walker, R. M., & Avellaneda, C. N. (2009). Combinative effects of innovation types and organizational performance: A longitudinal study of service organizations. Journal of Management Studies, 46(4), 650-675. https://doi.org/10.1111/j.1467-6486.2008.00814.x
]Search in Google Scholar
[
Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2010). Microfoundations of performance: Balancing efficiency and flexibility in dynamic environments. Organization Science, 21, 1263-1273. https://doi.org/10.1287/orsc.1100.0564
]Search in Google Scholar
[
Eisenhardt, K. M., Graebner, M. E., & Sonenshein, S. (2016). Grand challenges and inductive methods: Rigor without rigor mortis. Academy of Management Journal, 59(4), 1113-1123. https://doi.org/10.5465/amj.2016.4004
]Search in Google Scholar
[
Fiset, J., & Dostaler, I. (2017). Opening the black box of ambidexterity: Three product development stories. Technology Innovation Management Review, 7(3), 4-11. https://doi.org/10.22215/timreview/1060
]Search in Google Scholar
[
Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154-177. https://doi.org/10.2307/259268
]Search in Google Scholar
[
Ghanizadeh, S., Sattari-Ardabili, F., Kheirandish. M., Rasouli, E., & Hassanzadeh, M. (2020). Ambidexterity in Public Organizations with an Emphasis on Managers’ Psychological Capital. International Journal of Organizational Leadership, 10(1), 72-88. https://doi.org/10.33844/ijol.2021.60518
]Search in Google Scholar
[
Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209−226. https://doi.org/10.5465/20159573
]Search in Google Scholar
[
Gieske, H., Duijn, M., & van Buuren, A. (2020). Ambidextrous practices in public service organizations: Innovation and optimization tensions in Dutch water authorities. Public Management Review, 22(3), 341-363. https://doi.org/10.1080/14719037.2019.1588354
]Search in Google Scholar
[
Gieske, H., van Meerkerk, I., & van Buuren, A. (2019). The impact of innovation and optimization on public sector performance: testing the contribution of connective, ambidextrous, and learning capabilities. Public Performance and Management Review, 42(2), 432-460. https://doi.org/10.1080/15309576.2018.1470014
]Search in Google Scholar
[
Good, D., & Michel, E. J. (2013). Individual ambidexterity: Exploring and exploiting in dynamic contexts. The Journal of Psychology, 147(5), 435-453. http://dx.doi.org/10.1080/00223980.2012.71066310.1080/00223980.2012.710663
]Search in Google Scholar
[
Hair J. F., Ringle C. M., and Sarstedt M. (2011). PLSSEM: Indeed a silver bullet. Journal of Marketing theory and Practice, 19(2), 139–15210.2753/MTP1069-6679190202
]Search in Google Scholar
[
Hartley, J., Sørensen, E., & Torfing, J. (2013). Collaborative innovation: A viable alternative to market competition and organizational entrepreneurship. Public Administration Review, 73(6), 821-830. https://doi.org/10.1111/puar.12136
]Search in Google Scholar
[
Hodgkinson, I., Ravishankar, M. N., & Aitken-Fischer, M. (2011). Ambidextrous capital in the airline industry. In Academy of Management Proceedings (Vol. 2011, No. 1, pp. 1-6). Briarcliff Manor, NY 10510: Academy of Management. https://doi.org/10.5465/ambpp.2011.65869134
]Search in Google Scholar
[
Jaiswal, N. K., & Dhar, R. L. (2015). Transformational leadership, innovation climate, creative self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality Management, 51, 30-41. https://doi.org/10.1016/j.ijhm.2015.07.002
]Search in Google Scholar
[
Jansen, J. J., van den Bosch, F. A., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661–1674. https://doi.org/10.1287/mnsc.1060.0576.
]Search in Google Scholar
[
Jansen, J. J., George, G., Van den Bosch, F. A., & Volberda, H. W. (2008). Senior team attributes and organizational ambidexterity: The moderating role of transformational leadership. Journal of Management Studies, 45(5), 982-1007. https://doi.org/10.1111/j.1467-6486.2008.00775.x
]Search in Google Scholar
[
Jansen, J. J., Vera, D., & Crossan, M. (2009). Strategic leadership for exploration and exploitation: The moderating role of environmental dynamism. The Leadership Quarterly, 20(1), 5-18. https://doi.org/10.1016/j.leaqua.2008.11.008
]Search in Google Scholar
[
Junni, P., Sarala, R. M., Taras, V. A. S., & Tarba, S. Y. (2013). Organizational ambidexterity and performance: A meta-analysis. Academy of Management Perspectives, 27(4), 299-312. https://doi.org/10.5465/amp.2012.0015
]Search in Google Scholar
[
Junni, P., Sarala, R. M., Tarba, S. Y., Liu, Y., & Cooper, C. L. (2015). The role of human resources and organizational factors in ambidexterity. Human Resource Management, 54(S1), s1-s238. https://doi.org/10.1002/hrm.2015.54.issue-S1
]Search in Google Scholar
[
Kammerlander, N., Burger, D., Fust, A., & Fueglistaller, U. (2015). Exploration and exploitation in established small and medium-sized enterprises: The effect of CEOs’ regulatory focus. Journal of Business Venturing, 30(4), 582-602. https://doi.org/10.1016/j.jbusvent.2014.09.004
]Search in Google Scholar
[
Katou, A.A (2021). Building a multilevel integrated framework of ambidexterity: Τhe role of dynamically changing environment and human capital management in the performance of Greek firms. Global Business and Organizational Excellence: A Review of Research & Best Practices, 40(6): 17-27. https://doi.org/10.1002/joe.22131
]Search in Google Scholar
[
Kauppila, O. P., & Tempelaar, M. P. (2016). The social-cognitive underpinnings of employees’ ambidextrous behaviour and the supportive role of group managers’ leadership. Journal of Management Studies, 53(6), 1019-1044. https://doi.org/10.1111/joms.12192
]Search in Google Scholar
[
Kline, M. A. (2015). How to learn about teaching: An evolutionary framework for the study of teaching behavior in humans and other animals. Behavioral and Brain Sciences, 38. https://doi.org/10.1017/S0140525X14000090
]Search in Google Scholar
[
Koryak, O., Lockett, A., Hayton, J., Nicolaou, N., & Mole, K. (2018). Disentangling the antecedents of ambidexterity: Exploration and exploitation. Research Policy, 47(2), 413-427. https://doi.org/10.1016/j.respol.2017.12.003
]Search in Google Scholar
[
Larson, M., & Luthans F. (2006). Potential added value of psychological capital in predicting work attitudes. Journal of Leadership and Organizational Studies, 13(1), 45-62. https://doi.org/10.1177/10717919070130010701
]Search in Google Scholar
[
Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations. Academy of Management Annals, 4(1), 109-155. https://doi.org/10.1080/19416521003691287
]Search in Google Scholar
[
Lee, S. M., Hwang, T. & Choi, D. (2012). Open innovation in the public sector of leading countries. Management Decision, 50(1), 147-162. https://doi.org/10.1108/00251741211194921
]Search in Google Scholar
[
Levinthal, D. A., & March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14(S2), 95-112. https://doi.org/10.1002/smj.4250141009
]Search in Google Scholar
[
Lin, C. & Chen, M. (2007). Does innovation lead to performance? An empirical study of SMEs in Taiwan. Management Research News, 30(2), 115-132. https://doi.org/10.1108/01409170710722955
]Search in Google Scholar
[
Lin, Z., Yang, H., & Demirkan, I. (2007). The performance consequences of ambidexterity in strategic alliance formations: Empirical investigation and computational theorizing. Management Science, 53(10), 1645-1658. https://doi.org/10.1287/mnsc.1070.0712
]Search in Google Scholar
[
Lodge, M., & Wegrich, K. (2014). Introduction. The Problem-solving Capacity of the Modern State: Governance Challenges and Administrative Capacities. http://doi.org/10.1093/acprof:oso/9780198716365.003.000110.1093/acprof:oso/9780198716365.003.0001
]Search in Google Scholar
[
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(5), 646-672. https://doi.org/10.1177%2F014920630629071210.1177/0149206306290712
]Search in Google Scholar
[
Luthans, F. (2002). Positive Organization Behavior: Developing and Managing Psychological Strength. Academy of Management Executive, 16(1), 57-72. https://doi.org/10.5465/AME.2002.6640181
]Search in Google Scholar
[
Luthans, F., Youssef, C. M., & Avolio, B. J. (2007a). Psychological Capital: Developing the Human Competitive Edge. Oxford: Oxford University Press. https://doi.org/10.1093/acprof:oso/9780195187526.001.0001
]Search in Google Scholar
[
Luthans, F., Avolio, B. J., Avey, J. B., & Norman, S. M. (2007b). Positive psychological capital: Measurement and relationship with performance and satisfaction. Personal Psychology, 60(3), 541-572. https://doi.org/10.1111/j.1744-6570.2007.00083.x
]Search in Google Scholar
[
Luthans, F., Vogelgesang, G. R., & Lester, P. B. (2006). Developing the psychological capital of resiliency. Human Resource Development Review, 5(1), 25-44. https://doi.org/10.1177/1534484305285335
]Search in Google Scholar
[
Luthans, F., & Youssef, C. M. (2017). Psychological capital: An evidence-based positive approach. Annual Review of Organizational Psychology and Organizational Behavior, 4, 339-366. https://doi.org/10.1146/annurev-orgpsych-032516-113324
]Search in Google Scholar
[
Markides, C., (2013). Business model innovation: what can the ambidexterity literature teach us? Academy of Management Perspectives, 27(4), 313-323. https://doi.org/10.5465/amp.2012.0172
]Search in Google Scholar
[
Maclean, M., Harvey, C., Golant, B., & Sillince, J. (2020). The role of innovation narratives in accomplishing organizational ambidexterity. Strategic Organization, 19(4), 693-721. https://doi.org/10.1177/1476127019897234
]Search in Google Scholar
[
McCullough, M. E., Emmons, R. A., & Tsang, J. A. (2002). The grateful disposition: a conceptual and empirical topography. Journal of Personality and Social Psychology, 82(1), 112. https://doi.org/10.1037/0022-3514.82.1.112
]Search in Google Scholar
[
Narangerel, E. O., & Semerci, A. B. (2020). The Effects of Workload, Work Control and Self-Efficacy in Decision Making on Decision Making Styles. Journal of Behavior Studies in Organizations, 3, 22-32. https://doi.org/10.32038/JBSO.2020.03.04
]Search in Google Scholar
[
Newman, A., Schwarz, S., & Borgia, D. (2013). How does microfinance enhance entrepreneurial out-comes in emerging economies? The mediating mechanisms of psychological and social capital. International Small Business Journal: Reasearching Entrepreneurship, 32(2), 158-179. https://doi.org/10.1177/0266242613485611
]Search in Google Scholar
[
Norton, P. J., & Weiss, B. J. (2009). The role of courage on behavioral approach in a fear-eliciting situation: A proof-of-concept pilot study. Journal of Anxiety Disorders, 23(2), 212-217. https://doi.org/10.1016/j.janxdis.2008.07.002
]Search in Google Scholar
[
Nowacki, C., & Monk, A. (2020). Ambidexterity in government: The influence of different types of legitimacy on innovation. Research Policy, 49(1), 103840. https://doi.org/10.1016/j.respol.2019.103840
]Search in Google Scholar
[
O’Reilly III, C. A., & Tushman, M. L. (2013). Organizational Ambidexterity: Past, Present, and Future. The Academy of Management Perspectives, 27(4), 324–338. https://doi.org/10.5465/amp.2013.0025
]Search in Google Scholar
[
Osborne, S. P., & Brown, L. (2011). Innovation, public policy and public services delivery in the UK. The word that would be king? Public Administration, 89(4), 1335-1350. https://doi.org/10.1111/j.1467-9299.2011.01932.x
]Search in Google Scholar
[
Pablo, A. L., Reay, T., Dewald, J. R. & Casebeer. A. L. (2007). Identifying, Enabling and Managing Dynamic Capabilities in the Public Sector. Journal of Management Studies, 44(5), 687-708. https://doi.org/10.1111/j.1467-6486.2006.00675.x
]Search in Google Scholar
[
Patel, P. C., Messersmith, J. G., & Lepak, D. P. (2013). Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of Management Journal, 56(5), 1420-1442. https://doi.org/10.5465/amj.2011.0255
]Search in Google Scholar
[
Peterson, S. J., & Byron, K. (2008). Exploring the role of hope in job performance: Results from four studies. Journal of Organizational Behavior, 29(6), 785-803. https://doi.org/10.1002/job.492
]Search in Google Scholar
[
Plimmer, G., Bryson, J., & Teo, S. T. T. (2017). Opening the black box: The mediating roles of organisational systems and ambidexterity in the HRM-performance link in public sector organisations. Personnel Review, 46(7), 1434-1451. https://doi.org/10.1108/PR-10-2016-0275
]Search in Google Scholar
[
Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y. and Podsakoff, N.P. (2003). Common method biases in behavioral research: a critical review of the literature and recommended remedies, Journal of Applied Psychology, 88(5), 879-903.10.1037/0021-9010.88.5.879
]Search in Google Scholar
[
Pollitt, C., & Bouckaert, G. (2004). Public Management Reform. Oxford: Oxford University Press.
]Search in Google Scholar
[
Pouramini, Z., Fayyazi, M., & Yahyavi Ghasem Gheshlaghi, M. (2018). The Relation between Hope and Pliability with Job Satisfaction and Organizational Citizenship Behavior. Management and Business Research Quarterly, 7, 21-27. https://doi.org/10.32038/mbrq.2018.07.03
]Search in Google Scholar
[
Qiu, X. W., Yan, X. C., & Lv, Y. L. (2015). The effect of psychological capital and knowledge sharing on innovation performance for professional technical employees. Journal of Service Science and Management, 8(4), 545-551. https://doi.org/10.4236/jssm.2015.84055
]Search in Google Scholar
[
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685-695. http://dx.doi.org/10.1287/orsc.1090.042810.1287/orsc.1090.0428
]Search in Google Scholar
[
Rinaldi, M., Montanari, R., & Bottani, E. (2015). Improving the efficiency of public administrations through business process reengineering and simulation: A case study. Business Process Management Journal, 21(2), 419-462. https://doi.org/10.1108/BPMJ-06-2014-0054
]Search in Google Scholar
[
Rogers, E. M. (1995). Diffusion of Innovations (4th ed.). New York, NY: The Free Press. Simon and Schuster Inc.
]Search in Google Scholar
[
Simsek, Z., Heavey, C., Veiga, J. F., & Souder, D. (2009). A typology for aligning organizational ambidexterity’s conceptualizations, antecedents, and outcomes. Journal of management studies, 46(5), 864-894. https://doi.org/10.1111/j.1467-6486.2009.00841.x
]Search in Google Scholar
[
Sharma, A., Gautam, H., & Chaudhary, R. (2020). Red Tape and Ambidexterity in Government Units. International Journal of Public Administration, 43(8), 736-743. https://doi.org/10.1080/01900692.2019.1652314
]Search in Google Scholar
[
Smith, E., & Umans, T. (2015). Organizational Ambidexterity at the Local Government Level: The Effects of Managerial Focus. Public Management Review, 17(6), 812-833. https://doi.org/10.1080/14719037.2013.849292
]Search in Google Scholar
[
Sweetman, D., Luthans, F., Avey, J. B., & Luthans, B. C. (2011). Relationship between positive psychological capital and creative performance. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l’Administration, 28(1), 4-13. https://doi.org/10.1002/cjas.175
]Search in Google Scholar
[
Úbeda-García, M., Claver-Cortés, E., Marco-Lajara, B., & Zaragoza-Sáez, P. (2017). Human resource flexibility and performance in the hotel industry: The role of organizational ambidexterity. Personnel Review, 46(4). https://doi.org/10.1108/PR-12-2015-0315
]Search in Google Scholar
[
Umans, T., Smith, E., Andersson, W., and Planken, W. (2020). Top management teams’ shared leadership and ambidexterity: The role of management control systems. International Review of Administrative Sciences, 86(3), 444-462. https://doi.org/10.1177/0020852318783539
]Search in Google Scholar
[
Verbeeten, F. H. M. (2008). Performance management practices in public sector organizations: Impact on performance. Accounting, Auditing and Accountability Journal, 21(3), 427-454. https://doi.org/10.1108/09513570810863996
]Search in Google Scholar
[
Venkatraman, N., Lee, C. H., & Iyer, B. (2007). Strategic ambidexterity and sales growth: A longitudinal test in the software sector. In Unpublished Manuscript (earlier version presented at the Academy of Management Meetings, 2005). https://citeseerx.ist.psu.edu/view-doc/download?doi=10.1.1.472.1790andrep=rep1and-type=pdf
]Search in Google Scholar
[
Yang, H., & Atuahene-Gima, K. (2007). Ambidexterity in product innovation management: the direct and contingent effects on product development performance. https://scholars.cityu.edu.hk/en/publications/publication(b8105c72-a6a1-44af-9707-025864e6ce12).html
]Search in Google Scholar
[
Yang, K., & Pandey, S. K. (2007). Public responsiveness of government organizations: Testing a preliminary model. Public Performance and Management Review, 31(2), 215-240. https://doi.org/10.2753/PMR1530-9576310204
]Search in Google Scholar
[
Youssef, C. M., & Luthans, F. (2007). Positive organizational behavior in the workplace: The impact of hope, optimism, and resilience. Journal of Management, 33(5), 774-800. https://doi.org/10.1177/0149206307305562
]Search in Google Scholar
[
Wang, C. L., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high-tech firms. British Journal of Management, 25(1), 58-76. http://doi:10.1111/j.1467-8551.2012.00832.x10.1111/j.1467-8551.2012.00832.x
]Search in Google Scholar
[
Wright, P. M., Kacmar, K. M., McMahan, G. C., & DeLeeuw, K. L. (1995). P = f(M × A): Cognitive ability as a moderator of the relationship between personality and job performance. Journal of Management, 21(6), 1129-1139. https://doi.org/10.1016/0149-2063(95)90025-X
]Search in Google Scholar
[
Wang, H., & Li, J. (2008). Untangling the effects of over-exploration and overexploitation on organizational performance: The moderating role of environmental dynamism. Journal of Management, 34(5), 951-925. https://doi.org/10.1177/0149206308321547
]Search in Google Scholar
[
Zhou, J., & George, J. M. (2003). Awakening employee creativity: The role of leader emo-tional intelligence. The Leadership Quarterly, 14(4-5), 545-568. https://doi.org/10.1016/S1048-9843(03)00051-1
]Search in Google Scholar
, 