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    Rights statement: This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 20/09/2016, available online: http://www.tandfonline.com/doi/full/10.1080/09585192.2016.1233447

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Hard, soft or ambidextrous?: which influence style promotes managers' task performance and the role of political skill

Research output: Contribution to journalJournal article

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Hard, soft or ambidextrous? which influence style promotes managers' task performance and the role of political skill. / Kapoutsis , Ilias ; Papalexandris , Alexandros ; Thanos, Ioannis.

In: The International Journal of Human Resource Management, Vol. 30, No. 4, 01.04.2019, p. 618-647.

Research output: Contribution to journalJournal article

Harvard

Kapoutsis , I, Papalexandris , A & Thanos, I 2019, 'Hard, soft or ambidextrous? which influence style promotes managers' task performance and the role of political skill', The International Journal of Human Resource Management, vol. 30, no. 4, pp. 618-647. https://doi.org/10.1080/09585192.2016.1233447

APA

Vancouver

Author

Kapoutsis , Ilias ; Papalexandris , Alexandros ; Thanos, Ioannis. / Hard, soft or ambidextrous? which influence style promotes managers' task performance and the role of political skill. In: The International Journal of Human Resource Management. 2019 ; Vol. 30, No. 4. pp. 618-647.

Bibtex

@article{0d88b5efd48b42eea4235273ad0c9d77,
title = "Hard, soft or ambidextrous?: which influence style promotes managers' task performance and the role of political skill",
abstract = "Ambidexterity at the manager level focuses on the crucial, but underexplored, role of managers{\textquoteright} knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers{\textquoteright} task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager{\textquoteright}s task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.",
keywords = "Ambidexterity, influence tactics, task performance, political skill",
author = "Ilias Kapoutsis and Alexandros Papalexandris and Ioannis Thanos",
note = "This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 20/09/2016, available online: http://www.tandfonline.com/doi/full/10.1080/09585192.2016.1233447",
year = "2019",
month = apr
day = "1",
doi = "10.1080/09585192.2016.1233447",
language = "English",
volume = "30",
pages = "618--647",
journal = "The International Journal of Human Resource Management",
issn = "0958-5192",
publisher = "Routledge",
number = "4",

}

RIS

TY - JOUR

T1 - Hard, soft or ambidextrous?

T2 - which influence style promotes managers' task performance and the role of political skill

AU - Kapoutsis , Ilias

AU - Papalexandris , Alexandros

AU - Thanos, Ioannis

N1 - This is an Accepted Manuscript of an article published by Taylor & Francis in The International Journal of Human Resource Management on 20/09/2016, available online: http://www.tandfonline.com/doi/full/10.1080/09585192.2016.1233447

PY - 2019/4/1

Y1 - 2019/4/1

N2 - Ambidexterity at the manager level focuses on the crucial, but underexplored, role of managers’ knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers’ task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager’s task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.

AB - Ambidexterity at the manager level focuses on the crucial, but underexplored, role of managers’ knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers’ task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager’s task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.

KW - Ambidexterity

KW - influence tactics

KW - task performance

KW - political skill

U2 - 10.1080/09585192.2016.1233447

DO - 10.1080/09585192.2016.1233447

M3 - Journal article

VL - 30

SP - 618

EP - 647

JO - The International Journal of Human Resource Management

JF - The International Journal of Human Resource Management

SN - 0958-5192

IS - 4

ER -