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    Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages

    80557.pdf (633.2Kb)
    Access Status
    Open access
    Authors
    Klonek, Florian
    Volery, Thierry
    Parker, Sharon
    Date
    2020
    Type
    Journal Article
    
    Metadata
    Show full item record
    Citation
    Klonek, F. and Volery, T. and Parker, S. 2020. Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages. International Small Business Journal: Researching Entrepreneurship.
    Source Title
    International Small Business Journal: Researching Entrepreneurship
    DOI
    10.1177/0266242620943371
    ISSN
    0266-2426
    Faculty
    Faculty of Business and Law
    School
    Future of Work Institute
    Funding and Sponsorship
    http://purl.org/au-research/grants/arc/FL160100033
    Remarks

    Klonek, F. and Volery, T. and Parker, S. 2020. Managing the paradox: Individual ambidexterity, paradoxical leadership and multitasking in entrepreneurs across firm life cycle stages. International Small Business Journal: Researching Entrepreneurship. Copyright © 2020 The Authors. DOI: 10.1177/0266242620943371

    URI
    http://hdl.handle.net/20.500.11937/80535
    Collection
    • Curtin Research Publications
    Abstract

    Ambidexterity requires both exploration and exploitation. However, our understanding of the individual ambidexterity concept, its association with multitasking behaviours and paradoxical leadership across the firm life cycle of entrepreneurs remains limited. In this article, we examine 4355 behavioural activities related to exploration and exploitation from 12 entrepreneurs. We first demonstrate that entrepreneurs display self-sustaining activity cycles; that is, exploration tended to be followed by exploration and exploitation tended to be followed by exploitation. Second, when multitasking behaviours were high, entrepreneurs had lower levels of ambidextrous switching. Third, we found an association between entrepreneurial ambidexterity and paradoxical leadership; this was moderated by the firm life cycle stage. As such, this article contributes to a better understanding of individual ambidexterity, leadership and multitasking in entrepreneurs.

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