Author(s)

Ying Zhou Dapeng Yang

Corresponding Author

Dapeng Yang

Abstract

The organizational ambidexterity literature has burgeoned over the last decade, however its influence on performance remains blurring, and little attention had paid on the cognitive role of top managers. To fill these gaps, this paper first compares prior research concerning organizational ambidexterity’ performance outcome and distinguishes organizational ambidexterity into high-level balance or low-level balance and suggest that firms with high-level balance ambidextrous firms exceed those low-level balance ambidextrous firms. Second, this paper tries to explore how managerial cognition influence organizational ambidexterity, especially by examining the effect of complexity and focus of knowledge structure. The conclusions will provide meaningful reference for firms making strategic decision in business ecosystem competition.

Keywords

Managerial cognition, organizational ambidexterity, knowledge structure, frim performance