On the other hand, exploitative behavior is characterized by results-orientation, systemization, and efficiency. A person in an explorative mode produces a myriad of divergent ideas and as many as possible alternatives to problem solving or opportunity seeking. Explorative behavior is characterized by creativity, adventure, and risk taking. Ambidexterity is defined as the ability of leaders, teams, and individuals to be both explorative and exploitative. Of late, there has been increasing attention on ambidextrous behavior and its impact on innovation. Others propose that an entrepreneurial mindset (Hsing and McDonough, 2011), a culture that supports risk taking (Munshi et al., 2005), and tolerates mistakes (Munshi et al., 2005) are also needed to support innovation. Heifetz and Linsky (2002) contend that to adapt to rapid changes, business leaders must foster organizational cultures that are adaptive and flexible. In order to survive and excel, it has become an imperative for organizations to build and foster the capability to innovate. ![]() Enterprises have now to continually gain the competitive edge in terms of their products and services. Globalization and rapid technological developments have given rise to a very competitive and challenging business environment. Keywords: culture power distance uncertainty avoidance collectivism masculinity explorative exploitative ambidexterity innovation. The results can guide human resource development efforts geared to foster greater innovation within teams in organizations. Masculine behavior likewise predict more explorative behavior. ![]() Collectivist characteristics are positively associated with both explorative and exploitative behaviors. Power distance is negatively related to explorative behavior. The results also show that team ambidexterity is a predictor of innovation. It also examined the impact of culture-power distance, uncertainty avoidance, collectivism, masculinity, and short-term orientation IT teams' explorative and exploitative behaviors. This study examined ambidexterity as a predictor of teams' perception of their innovation. ![]() Phone: +6391787414184, e-mail: impetus to innovate has emphasized the importance of organization's ability to both explore and explot new ideas or what is referred to as ambidexterity. Phone: +63918-9593228,Į-mail: of Psychology, Ateneo de Manila University, Katipunan Avenue, Loyola Heights, Quezon City, Philippines, 1100. Hechanova 2ġ John Gokongwei School of Management, Ateneo de Manila University, Katipunan Avenue, Loyola Heights, Quezon City, Philippines, 1100. A Study of Culture Dimensions, Organizational Ambidexterity, and Perceived Innovation in Teams
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