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    Rights statement: This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 53, 6, 2019 DOI: 10.1016/j.lrp.2019.05.002

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Behind ambidextrous search: The microfoundations of search in family and non-family firms

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Behind ambidextrous search : The microfoundations of search in family and non-family firms. / Mazzelli, Ambra; De Massis, Alfredo; Messeni Petruzzelli, Antonio; Del Giudice, M; Kahn, Z.

In: Long Range Planning, Vol. 53, No. 6, 101882, 01.12.2020.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Mazzelli, A, De Massis, A, Messeni Petruzzelli, A, Del Giudice, M & Kahn, Z 2020, 'Behind ambidextrous search: The microfoundations of search in family and non-family firms', Long Range Planning, vol. 53, no. 6, 101882. https://doi.org/10.1016/j.lrp.2019.05.002

APA

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Author

Mazzelli, Ambra ; De Massis, Alfredo ; Messeni Petruzzelli, Antonio ; Del Giudice, M ; Kahn, Z. / Behind ambidextrous search : The microfoundations of search in family and non-family firms. In: Long Range Planning. 2020 ; Vol. 53, No. 6.

Bibtex

@article{e964a6050a584912a061ae3040afcae2,
title = "Behind ambidextrous search: The microfoundations of search in family and non-family firms",
abstract = "We offer a microfoundational perspective to challenge the consensual view of ambidextrous search as a superior approach to addressing performance problems. We characterize the nature of search as both ostensive and agentic, and suggest that search performance is idiosyncratic across individuals and highly dependent on decision makers' cognitive frameworks and social contexts. To test our theory, we develop a mathematical simulation model that formalizes the mechanisms regulating the search behaviors of senior leaders in both family and non-family firms. Our results suggest that a search approach that is conducive to superior performance in non-family firms may yield inferior performance in family firms depending on the senior leader's family membership and her/his positional history in the firm (i.e., non-family, founder, later-generation). Moreover, we reveal that while ambidexterity constitutes a superior search approach for family firms with founder CEOs, those with non-family or later-generation CEOs would seem to benefit from specialization.",
keywords = "Search, Family firms, Microfoundations, Ambidexterity, Exploitation, Exploration, Social context",
author = "Ambra Mazzelli and {De Massis}, Alfredo and {Messeni Petruzzelli}, Antonio and {Del Giudice}, M and Z Kahn",
note = "This is the author{\textquoteright}s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 53, 6, 2019 DOI: 10.1016/j.lrp.2019.05.002",
year = "2020",
month = dec,
day = "1",
doi = "10.1016/j.lrp.2019.05.002",
language = "English",
volume = "53",
journal = "Long Range Planning",
issn = "0024-6301",
publisher = "ELSEVIER SCI LTD",
number = "6",

}

RIS

TY - JOUR

T1 - Behind ambidextrous search

T2 - The microfoundations of search in family and non-family firms

AU - Mazzelli, Ambra

AU - De Massis, Alfredo

AU - Messeni Petruzzelli, Antonio

AU - Del Giudice, M

AU - Kahn, Z

N1 - This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 53, 6, 2019 DOI: 10.1016/j.lrp.2019.05.002

PY - 2020/12/1

Y1 - 2020/12/1

N2 - We offer a microfoundational perspective to challenge the consensual view of ambidextrous search as a superior approach to addressing performance problems. We characterize the nature of search as both ostensive and agentic, and suggest that search performance is idiosyncratic across individuals and highly dependent on decision makers' cognitive frameworks and social contexts. To test our theory, we develop a mathematical simulation model that formalizes the mechanisms regulating the search behaviors of senior leaders in both family and non-family firms. Our results suggest that a search approach that is conducive to superior performance in non-family firms may yield inferior performance in family firms depending on the senior leader's family membership and her/his positional history in the firm (i.e., non-family, founder, later-generation). Moreover, we reveal that while ambidexterity constitutes a superior search approach for family firms with founder CEOs, those with non-family or later-generation CEOs would seem to benefit from specialization.

AB - We offer a microfoundational perspective to challenge the consensual view of ambidextrous search as a superior approach to addressing performance problems. We characterize the nature of search as both ostensive and agentic, and suggest that search performance is idiosyncratic across individuals and highly dependent on decision makers' cognitive frameworks and social contexts. To test our theory, we develop a mathematical simulation model that formalizes the mechanisms regulating the search behaviors of senior leaders in both family and non-family firms. Our results suggest that a search approach that is conducive to superior performance in non-family firms may yield inferior performance in family firms depending on the senior leader's family membership and her/his positional history in the firm (i.e., non-family, founder, later-generation). Moreover, we reveal that while ambidexterity constitutes a superior search approach for family firms with founder CEOs, those with non-family or later-generation CEOs would seem to benefit from specialization.

KW - Search

KW - Family firms

KW - Microfoundations

KW - Ambidexterity

KW - Exploitation

KW - Exploration

KW - Social context

U2 - 10.1016/j.lrp.2019.05.002

DO - 10.1016/j.lrp.2019.05.002

M3 - Journal article

VL - 53

JO - Long Range Planning

JF - Long Range Planning

SN - 0024-6301

IS - 6

M1 - 101882

ER -