Towards systematically developing individuals` ambidextrous performance: A Social Cognitive Perspective

Research on ambidexterity has increasingly taken an interest in individual level ambidexterity as a potential micro-foundation of competitive advantage. While several antecedents of individual ambidexterity have been identified, actionable angles for managing and developing this capability on the level of the employee are largely missing. We adopt a social cognitive perspective and identify explorative self-efficacy as a predictor of individual ambidexterity that can be influenced by transformational leadership. Drawing on primary, multi-informant data from 245 employees we find strong support for our hypotheses. Our results both show actionable angles for practitioners and point the theoretic discussion of the emergence of individual ambidexterity towards the potential of models of self-regulation.