Excited to share our latest publication in European Management Review titled, “How Relational and Collective Identification Shape the Relationship Between Individual Ambidexterity and Job Performance.”
This study explores how employees’ identification with their leader (relational identification) and their peers (collective identification) influence the impact of individual ambidexterity—balancing exploration and exploitation skills—on job performance. Our findings suggest that stronger relational and collective identification enhances the positive effects of ambidexterity, leading to improved job outcomes. The research provides actionable insights for organizations aiming to foster a culture that supports both adaptability and team cohesion.