Team Ambidexterity: Investigating Its Antecedent And Consequence Of Innovation Success

Abstract

Ambidexterity theory proposes that systems pursuing innovation at the individual, team or, organization level must be capable of performing both exploratory and exploitative activities to successfully deal with the conflicting demands of innovation. Empirical support has been found for this theory at the individual level, but not at the team level. To address this gap, we conceptualized ambidexterity at the team level, and investigated its antecedent, as well as whether and when it leads to innovation success. Results using 395 members from 89 business venture teams developing innovative product or service indicated a team’s aggregated personal initiative is positively related to team ambidexterity. Further, error management climate moderated the relationship between team ambidexterity and innovation success: this relationship was only positive when error management climate was high.