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Sustainability 2019, 11(3), 890; https://doi.org/10.3390/su11030890

Ambidextrous Leadership, Social Entrepreneurial Orientation, and Operational Performance

1
IUDESCOOP Institute-UV, 46022 Valencia, Spain
2
ESIC Business & Marketing School, 46021 Valencia, Spain
3
School of Data Science, Zhejiang University of Finance and Economics, Hang Zhou 310018, China
*
Author to whom correspondence should be addressed.
Received: 30 December 2018 / Revised: 3 February 2019 / Accepted: 5 February 2019 / Published: 9 February 2019
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Abstract

In the knowledge era, new forms of organizing and managing firms emerge to adapt to new situations. One such new form of organizational management is ambidextrous leadership. Ambidextrous leadership combines opening leader behaviors, such as promoting creativity, and closing leader behaviors, such as accomplishing objectives and adhering to norms. Thus, the aim is to demonstrate that a social orientation is not at odds with measures of operational performance other than profitability. The purpose of this study is to examine how ambidextrous leadership is linked to social entrepreneurial orientation and how this in turn affects operational performance. This is done through a rigorous review of the literature. View Full-Text
Keywords: ambidextrous leadership; social entrepreneurial orientation; innovation; operational performance ambidextrous leadership; social entrepreneurial orientation; innovation; operational performance
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Martínez-Climent, C.; Rodríguez-García, M.; Zeng, J. Ambidextrous Leadership, Social Entrepreneurial Orientation, and Operational Performance. Sustainability 2019, 11, 890.

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