Issue Information ‐ TOC

• Published date: 01 December 2015
• Date: 01 December 2015
• DOI: http://doi.org/10.1002/hrm.21780

DECEMBER 2015 VOLUME 54, NUMBER S1

GUEST EDITORS’ INTRODUCTION

THE ROLE OF HUMAN RESOURCES AND ORGANIZATIONAL FACTORS

IN AMBIDEXTERITY

PAULINA JUNNI, RIIKKA M. SARALA, SHLOMO Y.TARBA, YIPENG LIU, AND CARY L. COOPER S1

Ambidexterity is a growing field of management research. However, the role of human resources

(HR) and organizational factors needs further exploration because of the fragmented nature

of prior work and the subsequent lack of a unifying framework. Our review of 41 empirical

studies identifies distinct research streams that relate to the effects of employee characteristics,

leader characteristics, organizational structure, culture, social relationships, and organizational

environment on ambidexterity. We discuss the most important findings within each stream,

which contributes to the HR and ambidexterity literature by addressing the current state of our

knowledge. To move forward research in this area, we identify important, yet underexplored

areas in each stream. This contributes to the literature by highlighting specific gaps in our

current knowledge that represent new avenues for future research. We also identify important

interrelationships between different streams that need further clarification. We summarize our

findings into an integrative model that elucidates the role of HR and organizational factors in

ambidexterity. This contributes to a more comprehensive understanding of ambidexterity from the

HR and organizational perspectives.

ARTICLES

IMPROVING ACQUISITION OUTCOMES WITH CONTEXTUAL

AMBIDEXTERITY

OLIMPIA MEGLIO, DAVID R. KING, AND ANNETTE RISBERG S29

The results of research on mergers and acquisitions often point to a need to improve acquisition

outcomes and lessen the organizational turmoil that can often follow integration efforts. We assert

that viewing acquisition integration through the lens of contextual ambidexterity may improve

acquisition outcomes in two ways: by providing an integrated solution to the economic and social

tensions in acquisitions, and by enabling managers to effectively confront the competing needs

of task and human integration. We also posit that by building on contextual ambidexterity, we can

extend the possibilities for both research and practice regarding task and human integration in

acquisitions. We also emphasize the role of an integration manager and integration mechanisms

in enabling contextual ambidexterity for successful acquisition integration. Finally, we identify

implications for research and practice.

HUMAN RESOURCE MANAGEMENT

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Volume 54, Number S1 was published online the week of December 21, 2015

DIGITAL SPECIAL ISSUE

Ambidexterity in Human Resource Management

DIGITAL SPECIAL ISSUE EDITORS

Shlomo Y. Tarba and Cary L. Cooper