Ambidestreza individual y resultados de desempeño: el papel moderador de la autorregulación

Autores/as

DOI:

https://doi.org/10.26439/pjm2026.n003.7990

Palabras clave:

ambidestreza individual, desempeño en innovación, desempeño en tareas, iniciativa personal

Resumen

Objetivos: este estudio examina la relación entre la ambidestreza individual (capacidad de equilibrar exploración y explotación), y tres resultados de desempeño: innovación, desempeño en tareas e iniciativa personal. Asimismo, analiza los mecanismos cognitivos de variedad e interrupción y evalúa el papel moderador de las orientaciones autorregulatorias. Metodología/diseño: se recopilaron datos de 297 empleados y supervisores en una empresa manufacturera estadounidense. Se utilizó un diseño de encuesta con múltiples fuentes para minimizar el sesgo de método común y se empleó análisis de regresión jerárquica. Resultados: la ambidestreza individual se asoció positivamente con innovación, desempeño en tareas e iniciativa personal. Además, la interacción entre la ambidestreza y la orientación de evaluación mejoró el desempeño en tareas, con mayores beneficios para los empleados con alta orientación de evaluación. Originalidad/Valor: este estudio amplía la investigación limitada sobre la relación ambidestreza–desempeño a nivel individual introduciendo mecanismos cognitivos como vías explicativas y aplica la teoría del modo regulatorio para examinar efectos moderadores. Ofrece nuevas perspectivas sobre cómo las diferencias individuales influyen en diversas formas de desempeño. Implicaciones prácticas: los gerentes deben fomentar entornos que apoyen la exploración y la explotación, reclutar y capacitar en capacidades ambidiestras y alinear los roles con las orientaciones autorregulatorias de los empleados para maximizar los beneficios. Implicaciones sociales: este estudio resalta el valor social de las habilidades ambidiestras al mostrar cómo los individuos pueden satisfacer demandas operativas e innovadoras. Estas capacidades fomentan la adaptabilidad, proactividad y la resiliencia, fortaleciendo la competitividad organizacional y contribuyendo a la estabilidad económica.

Descargas

Los datos de descarga aún no están disponibles.

Referencias

Aiken, L. S., & West, S. G. (1991). Multiple regression: Testing and interpreting interactions. Sage. https://books.google.com.pe/books?id=LcWLUyXcmnkC

Aston-Jones, G., & Cohen, J. D. (2005). An integrative theory of locus coeruleus-norepinephrine function: Adaptive gain and optimal performance. Annual Review of Neuroscience, 28, 403-450. https://doi.org/10.1146/annurev.neuro.28.061604.135709

Barrick, M. R., & Mount, M. K. (1991). The Big Five personality dimensions and job performance: A meta-analysis. Personnel Psychology, 44(1), 1-26. https://doi.org/10.1111/j.1744-6570.1991.tb00688.x

Bono, J. E., & Judge, T. A. (2003). Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Academy of Management Journal, 46(5), 554-571. https://www.jstor.org/stable/30040649

Carmeli, A., & Halevi, M. Y. (2009). How top management team behavioral integration and behavioral complexity enable organizational ambidexterity: The moderating role of contextual ambidexterity. The Leadership Quarterly, 20(2), 207-218. https://doi.org/10.1016/j.leaqua.2009.01.011

De Juan, L. L. (2025). Individual ambidexterity and organizational performance among employees. Journal of Interdisciplinary Perspectives, 3(2), 369-381. https://www.jippublication.com/index.php/jip/article/view/713

Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In R. H. Kilman, L. R. Pondy & D. P. Slevin (Eds.), The management of organization design: Strategies and implementation (pp. 167-189). Elsevier Science.

Eisenhardt, K. M., Furr, N. R., & Bingham, C. B. (2010). CROSSROADS—Microfoundations of performance: Balancing efficiency and flexibility in dynamic environments. Organization Science, 21(6), 1125-1279. https://doi.org/10.1287/orsc.1100.0564

Frese, M., & Fay, D. (2001). Personal initiative: An active performance concept for work in the 21st century. Research in Organizational Behavior, 23, 133-187. https://doi.org/10.1016/S0191-3085(01)23005-6

Frese, M., Kring, W., Soose, A., & Zempel, J. (1996). Personal initiative at work: Differences between East and West Germany. The Academy of Management Journal, 39(1), 37-63. https://www.jstor.org/stable/256630

Garcia, F., Guidice, R. M., & Mero, N. P. (2022). The interactive effect of person and situation on explorative and exploitative behavior. Journal of Management & Organization, 28(6), 1235-12-55. https://doi.org/10.1017/jmo.2019.50

Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. The Academy of Management Journal, 47(2), 209-226.

Good, D., & Michel, E. (2013). Individual ambidexterity: Exploring and exploiting in dynamic contexts. The Journal of Psychology, 147(5), 435-453. https://doi.org/10.1080/00223980.2012.710663

Gupta, A. K., Smith, K. G., & Shalley, C. E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693-706. https://doi.org/10.5465/amj.2006.22083026

Hair Jr., J. F., Black, W. C., Babin, B. J., & Anderson, R. E. (2010). Mutivariate data analysis (7th ed.). Pearson Prentice Hall.

He, Z.-L., & Wong, P.-K. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 375-497. https://doi.org/10.1287/orsc.1040.0078

Higgins, E. T., Kruglanski, A. W., & Pierro, A. (2003). Regulatory mode: Locomotion and assessment as distinct orientations. In M. P. Zanna (Ed.), Advances in experimental social psychology (Vol. 35, pp. 293-344). Elsevier Academic Press.

https://doi.org/10.1016/S0065-2601(03)01005-0

Hughes, M. (2018). Organisational ambidexterity and firm performance: Burning research questions for marketing scholars. Journal of Marketing Management, 34(1-2), 178-229. https://doi.org/10.1080/0267257X.2018.1441175

Hunter, L. W., & Thatcher, S. M. B. (2007). Feeling the heat: Effects of stress, commitment, and job experience on job performance. Academy of Management Journal, 50(4), 953-968. https://doi.org/10.5465/amj.2007.26279227

Jasmand, C., Blazevic, V., & De Ruyter, K. (2012). Generating sales while providing service: A study of customer service representatives’ ambidextrous behavior. Journal of Marketing, 76(1), 20-37. https://doi.org/10.1509/jm.10.0448

Jett, Q. R., & George, J. M. (2003). Work interrupted: A closer look at the role of interruptions in organizational life. The Academy of Management Review, 28(3), 494-507. https://doi.org/10.5465/amr.2003.10196791

Junni, P., Sarala, R., Taras, V., & Tarba, S. (2013). Organizational ambidexterity and performance: A meta-analysis. Academy of Management Perspectives, 27(4), 299-312. https://doi.org/10.5465/amp.2012.0015

Kalafatis, S. P., Blankson, C., Boatswain, M. L., & Tsogas, M. H. (2020). Preference for action: Regulatory mode in B2B positioning decision-making. Journal of Business & Industrial Marketing, 35(12), 2111-2125. https://doi.org/10.1108/jbim-04-2019-0145

Kane, G. C., & Alavi, M. (2007). Information technology and organizational learning: An investigation of exploration and exploitation processes. Organization Science, 18(5), 796-812. https://doi.org/10.1287/orsc.1070.0286

Krishnaveni, R., & Monica, R. (2018). Factors influencing employee performance: The role of human resource management practices and work engagement. International Journal of Business Performance Management, 19(4), 450-475. https://doi.org/10.1504/IJBPM.2018.095093

Kruglanski, A. W., Thompson, E. P., Higgins, E. T., Atash, M. N., Pierro, A., Shah, J. Y., & Spiegel, S. (2000). To “do the right thing” or to “just do it”: Locomotion and assessment as distinct self-regulatory imperatives. Journal of Personality and Social Psychology, 79(5), 793-815. https://doi.org/10.1037/0022-3514.79.5.793

Kutner, M., Nachtsheim, C., & Neter, J. (2004). Applied linear regression models (4th ed.). McGraw-Hill. https://www.amazon.com/Applied-Linear-Regression-Models-Student/dp/0073014664

Laureiro-Martinez, D., Brusoni, S., Canessa, N., & Zollo, M. (2015). Understanding the exploration–exploitation dilemma: An fMRI study of attention control and decision-making performance. Strategic Management Journal, 36(3), 319-338. https://doi.org/10.1002/smj.2221

Levinthal, D. A., & March, J. G. (1993). The myopia of learning. Strategic Management Journal, 14, 95-112. http://www.jstor.org/stable/2486499

Liang, H., Wang, N., & Xue, Y. (2022). Juggling information technology (IT) exploration and exploitation: A proportional balance view of IT ambidexterity. Information Systems Research, 33(4), 1386-1402. https://doi.org/10.1287/isre.2022.1105

Loehlin, J. C. (2004). Latent variable models: An introduction to factor, path, and structural equation analysis (4th ed.). Psychology Press. https://doi.org/10.4324/9781410609823

MacKenzie, S. B., Podsakoff, P. M., & Podsakoff, N. P. (2011). Construct measurement and validation procedures in MIS and behavioral research: Integrating new and existing techniques. MIS Quarterly, 35(2), 293-334. https://doi.org/10.2307/23044045

March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87. https://doi.org/10.1287/orsc.2.1.71

Miller, C. C., Burke, L. M., & Glick, W. H. (1998). Cognitive diversity among upper‐echelon executives: Implications for strategic decision processes. Strategic Management Journal, 19(1), 39-58. https://www.jstor.org/stable/3094179

Miron, E., Erez, M., & Naveh, E. (2004). Do personal characteristics and cultural values that promote innovation, quality, and efficiency compete or complement each other? Journal of organizational behavior, 25(2), 175-199. https://doi.org/10.1002/job.237

Mom, T. J. M., Van den Bosch, F. A. J., & Volberda, H. W. (2009). Understanding variation in managers’ ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20(4), 812-828. https://doi.org/10.1287/orsc.1090.0427

Mom, T. J. M., Chang, Y.-Y., Cholakova, M., & Jansen, J. J. P. (2018). A multilevel integrated framework of firm HR practices, individual ambidexterity, and organizational ambidexterity. Journal Of Management, 45(7), 3009-3034. https://doi.org/10.1177/0149206318776775

Mu, T., Van Riel, A., & Schouteten, R. (2020). Individual ambidexterity in SMEs: Towards a typology aligning the concept, antecedents and outcomes. Journal of Small Business Management, 60(2), 347-378. https://doi.org/10.1080/00472778.2019.1709642

Okhuysen, G. A., & Eisenhardt, K. M. (2002). Integrating knowledge in groups: How formal interventions enable flexibility. Organization Science, 13(4), 370-386. https://doi.org/10.1287/orsc.13.4.370.2947

Oldham, G. R., & Cummings, A. (1996). Employee creativity: Personal and contextual factors at work. The Academy of Management Journal, 39(3), 607-634. https://doi.org/10.5465/256657

O’Reilly, C. A., III, & Tushman, M. L. (2004). The ambidextrous organization. Harvard Business Review, 82(4), 74-81. https://hbr.org/2004/04/the-ambidextrous-organization

O’Reilly, C. A., III, & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324-338. https://doi.org/10.5465/amp.2013.0025

Peng, M. Y.-P., Lin, K.-H., Peng, D. L., & Chen, P. (2019). Linking organizational ambidexterity and performance: The drivers of sustainability in high-tech firms. Sustainability, 11(14), Article 3931. https://doi.org/10.3390/SU11143931

Pertusa-Ortega, E. M., Molina-Azorín, J. F., Tarí, J. J., Pereira-Moliner, J., & López-Gamero, M. D. (2020). The microfoundations of organizational ambidexterity: A systematic review of individual ambidexterity through a multilevel framework. BRQ. Business Research Quarterly, 24(4), 355-371. https://doi.org/10.1177/2340944420929711

Pierro, A., Kruglanski, A. W., & Higgins, E. T. (2006). Regulatory mode and the joys of doing: Effects of ‘locomotion’ and ‘assessment’ on intrinsic and extrinsic task‐motivation. European Journal of Personality, 20(5), 355-375. https://doi.org/10.1002/per.600

Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879-903. https://doi.org/10.1037/0021-9010.88.5.879

Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization science, 20(4), 685-695. https://doi.org/10.1287/orsc.1090.0428

Rich, B. L., LePine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53(3), 617-635. https://doi.org/10.5465/AMJ.2010.51468988

Rozhkov, M., Cheung, B. C. F., & Tsui, E. (2016). Workplace context and its effect on individual competencies and performance in work teams. International Journal of Business Performance Management, 18(1), 49-81. https://doi.org/10.1504/IJBPM.2017.080842

Saucier, G. (1994). Mini-Markers: A brief version of Goldberg’s unipolar Big-Five markers. Journal of Personality Assessment, 63(3), 506-516. https://doi.org/10.1207/s15327752jpa6303_8

Scott, S. G., & Bruce, R. A. (1994). Determinants of innovative behavior: A path model of individual innovation in the workplace. Academy of Management Journal, 37(3), 580-607. https://doi.org/10.2307/256701

Speier, C., Valacich, J. S., & Vessey, I. (1999). The influence of task interruption on individual decision making: An information overload perspective. Decision Sciences, 30(2), 337-360 https://doi.org/10.1111/j.1540-5915.1999.tb01613.x

Tushman, M. L., & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-29. https://doi.org/10.2307/41165852

Tushman, M. L., Smith, W. K., & Binns, A. (2011). The ambidextrous CEO. Harvard Business Review, 89(6), 74-80. http://www.iot.ntnu.no/innovation/norsi-pims-courses/tushman/Tushman,%20Smith%20&%20Binns%20(2011).pdf

Wang, J., Kim, T.-Y., Bateman, T. S., Jiang, Y., & Tang, G. (2024). A paradox theory lens on proactivity, individual ambidexterity, and creativity: An empirical look. Journal of Organizational Behavior, 45(6), 896-911. https://doi.org/10.1002/job.2786

Welbourne, T. M., Johnson, D. E., & Erez, A. (1998). The role-based performance scale: Validity analysis of a theory-based measure. The Academy of Management Journal, 41(5), 540-555. https://doi.org/10.2307/256941

Yuan, F., & Woodman, R. W. (2010). Innovative behavior in the workplace: The role of performance and image outcome expectations. Academy of Management Journal, 53(2), 323-342. https://doi.org/10.5465/amj.2010.49388995

Zacher, H., & Rosing, K. (2015). Ambidextrous leadership and team innovation. Leadership & Organization Development Journal, 36(1), 54-68. https://doi.org/10.1108/lodj-11-2012-0141

Zhang, M. J., Zhang, Y., & Law, K. S. (2022). Paradoxical leadership and innovation in work teams: The multilevel mediating role of ambidexterity and leader vision as a boundary condition. Academy of Management Journal, 65(5), 1652-1679. https://doi.org/10.5465/amj.2017.1265

Zijlstra, F. R. H., Roe, R. A., Leonora, A. B., & Krediet, I. (1999). Temporal factors in mental work: Effects of interrupted activities. Journal of Occupational and Organizational Psychology, 72(2), 163-185. https://doi.org/10.1348/096317999166581

Publicado

2026-04-16

Número

Sección

Artículos

Cómo citar

Ambidestreza individual y resultados de desempeño: el papel moderador de la autorregulación. (2026). Peruvian Journal of Management (PJM), 003, 85-112. https://doi.org/10.26439/pjm2026.n003.7990