Self-Regulation and Entrepreneurial Ambidexterity

Abstract

Scholars of ambidexterity focus on the need for strategic leaders to explore and exploit opportunities synergistically. Yet it remains unclear how such dynamic capabilities develop. Addressing this question, this chapter investigates the role of social cognitive self-regulation in fostering ambidexterity as a dynamic capability among entrepreneurs. Results of a mixed method, multiple case study of founder managers suggest that complex patterns of self-regulation are associated with ambidextrous thinking and decision making among entrepreneurs, often in combination with strong values and a sense of emotional engagement. I propose a new model of these processes and discuss its implications.

Citation

Bryant, P.T. (2014), "Self-Regulation and Entrepreneurial Ambidexterity", Exploration and Exploitation in Early Stage Ventures and SMEs (Technology, Innovation, Entrepreneurship and Competitive Strategy, Vol. 14), Emerald Group Publishing Limited, Leeds, pp. 15-37. https://doi.org/10.1108/S1479-067X20140000014001