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Research has begun to explore how individuals perceive and respond to institutional complexity differently. The authors extend such efforts and theorize how the complexity of individuals’ cognitive representations of the institutional logics (based on their perceived differentiation and integration of the external environment) and of their role identities (based on the pluralism and unity of their self-representations) can predict such variation. The authors argue that the former explains whether individuals are capable of enacting norms and beliefs from different logics and of envisioning possibilities to reconcile their contradictory demands, whereas the latter explains whether they are motivated to implement a given response.

The purpose of this paper is to explicate the influence of diverse team on team-level ambidexterity and its curvilinear assessment, and test the mediating role of team reflexivity and the moderating role of shared meta-knowledge in the curvilinear relationship between team diversity and team ambidexterity.

The authors collected multisource and temporally separated data on 206 R&D teams within 28 high-tech firms in Taiwan.

This study found a complex, curvilinear, moderated mediation relationship that functional background diversity has with team ambidexterity. Furthermore, consistent with the notion from categorization-elaboration model, the authors found the curvilinear relationship that functional background diversity has with both team ambidexterity and team reflexivity. Finally, the authors also found that the curvilinear relationship between functional background diversity and team reflexivity was moderated by shared meta-knowledge, such that the positive relationship was strengthened and the negative relationship weakened, in higher shared meta-knowledge in teams rather than lower.

The results demonstrate that team diversity-team ambidexterity relationship is much more complicated than previous works have assumed or suggested. Overall, the authors contribute to a novel understanding about the importance of team diversity in ambidextrous teams by opening the black box of how and when functional background diversity and team ambidexterity.

The aim of this paper is to deconstruct the organizational capability of ambidexterity into a typology of hierarchical dimensions that includes each type’s enabling mechanisms and capabilities.

This work reviews and integrates extant literature on ambidexterity and the hierarchy of capabilities to distinguish dimensions of ambidexterity and link each type to capabilities identified in prior research.

A hierarchy involving zero-, first- and second-order ambidexterity is developed. Mechanisms and capabilities for creating and sustaining each type of ambidexterity are described.

As only an initial and conceptual foray toward the purpose stated above, this research does not attempt to argue a comprehensive theoretical framework. Nor does it intend to extend or propose new theory regarding the origins of ambidexterity capabilities or the specific causal relationships between them.

Although prior literature emphasizes approaches for achieving and maintaining ambidexterity, these generally refer to what is described here as zero-order ambidexterity. The hierarchical and holistic system view offered in this research suggests greater importance for second-order ambidexterity and capabilities of top managers for exercising cognitive, behavioral and process leadership complexity.

Recent literature on ambidexterity begins to suggest varied types or levels of ambidexterity. No known work, however, has expressly deconstructed ambidexterity into component dimensions via the hierarchy of capabilities framework.

This paper aims to investigate how and why foresight may affect individual and organizational learning.

This paper builds on prior research through a qualitative study with 13 foresight practitioners.

This paper derives four broad foresight capabilities that are underpinned by a number of interdependent factors and relates those to the wider literature on individual and organizational learning.

Practitioners may use this paper’s findings to enhance any individual and organizational learning effects of foresight activities. Deriving four broad foresight capabilities via a range of interdependent factors may assist practitioners with evaluating and/or enhancing the effectiveness of these capabilities in an organized fashion. Additionally, the findings show that foresight mode, with its strong relationship to foresight-related accountabilities and incentives, plays a central role in all four foresight capabilities. This stresses the importance of having a continuous foresight capability with strong top management commitment, effective governance and clearly defined roles and responsibilities.

This paper makes a number of theoretical contributions. First, it contributes toward further operationalizing foresight. Second, it demonstrates a substantial overlap between the concepts of foresight and absorptive capacity, which suggests that foresight scholars and practitioners may benefit from a large and mature related body of literature. Third, it identifies explicit links between specific foresight and individual/organizational learning constructs.

As normative interventions (NIs) have been claimed to be effective in improving decision quality in groups, the aim of the paper is to address the effectiveness of NIs in ad hoc and established groups across several task domains.

Three experimental studies were conducted to test the effects of NIs on collective cognition, group rationality, and decision quality.

The first experimental study (58 groups) compared the effects of NIs on the emergence of group level cognitive structures. The results show that NIs lead to higher group cognitive complexity in established rather than in ad hoc groups. The second study tests the effects of NIs on group rationality (as emergent group competence) in a sample of 40 established groups and shows that NIs have synergic effects and foster group rationality. In the third study the insights of the first two studies are extended to a more realistic decision task performed by groups of managers. The results of the last study show that decision quality is higher in groups that received NIs as compared to groups that did not receive NIs.

The results contribute to the group cognition literature by showing the synergic effects of NIs.

The results show that NIs are simple and effective ways of improving information processing and decision quality in established decision‐making groups.

NIs help in achieving better decisions throughout society.

The paper is the first comprehensive test of the impact of NIs on group information processing across several cognitive tasks and the first to explore group rationality as an emergent group‐level competence.

The purpose of this paper is to examine the antecedents of organizational ambidexterity of foreign ventures in an emerging market. Organizational ambidexterity, the simultaneous pursuit of exploration and exploitation, represents a key innovation strategy. Yet, the driving factors of such innovation strategies for foreign ventures competing in emerging markets have been underresearched. In this study, unpacking the construct of organizational ambidexterity into two dimensions (i.e. the combined dimension [CD] and the balance dimension [BD]), the authors aim to investigate how firm-level and industry-level factors drive foreign ventures in pursuing exploration and exploitation and maximizing the benefits of both.

This study adopts the hierarchical multiple regression approach using a sample of foreign ventures operating in high-tech manufacturing industries in China.

The authors find that the firm-level factor of strategic flexibility leads positively to the CD of organizational ambidexterity, whereas the industry-level factor of technological turbulence has a significantly positive impact on the BD.

This study provides important insights into the driving factors of organizational ambidexterity for foreign ventures competing in emerging markets.

Extant paradox theory suggests that adopting paradoxical frames, which are mental templates adopted by individuals in order to embrace contradictions, will result in superior firm performance. Superior performance is achieved through learning and creativity, fostering flexibility and resilience and unleashing human capital. The creativity mechanism of paradox theory is limited by a few propositions and a rough underlying theoretical logic. Using the extant theoretical base as a platform, the paper aims to develop a more powerful theory using a computational simulation.

This paper relies on a psychologically realistic computer simulation. Using a simulation to generate ideas from stored information, one can model and manipulate the parameters that have been shown to mediate the relationship between paradoxes and creative output – defined as the number of creative ideas generated.

Simulation results suggest that the relationship between paradoxical frames and creative output is non-monotonic – contrary to previous studies. Indeed, findings suggest that paradoxical frames can reduce, rather than enhance, creative output, in at least some cases.

An important benefit of adopting paradoxical frames is their capacity to increase creative output. This assumption is challenging to test, because one cannot measure private cognitive processes related to knowledge creation. However, they can be simulated. This allows for the extension of current theory. This new theory depicts a more complete relationship between paradoxical frames and creativity by accounting for subjective differences in how paradoxical frames are experienced along two cognitive mechanisms – differentiation and integration.

This chapter addresses one aspect of the broad issue of the psychological foundations of the dimensions of multidimensional scaling (MDS) solutions. Using empirical data from three independent studies, it is shown that the dimensionality of MDS solutions is negatively related to individual differences in the level of cognitive differentiation and integrative complexity of individuals and positively related to the individual's ability to discriminate within dimensions. MDS dimensionality is also shown to be affected by a variety of task-related variables such as perceived task difficulty, consistency in providing similarity judgments, confidence, familiarity, and importance attached to the stimuli. The chapter concludes by raising the issue of whether MDS can be validly used to describe complex cognitive processes.

This chapter examines the complexity of global leaders themselves. As global leadership research has begun to move beyond a limiting overemphasis on skills and competencies, we merge one focus on the deep structure of leader cognition with a focus on cultural identity that has matured largely independently. In so doing, we seek to push the field toward answering the broader question of what makes a global leader sufficiently complex to handle the vast complexities of the role. We place the construct of self-concept complexity as central to the performance of global leaders in ways ranging from organizational performance to social and community responsibility. By advancing our understanding of the role of self-concept complexity in driving global leadership outcomes, this research seeks to spur further theoretical development and practical application toward a deeper comprehension of the complexity of truly global leaders.