Organisational ambidexterity is today considered one of the most important competencies for long-term success. However, it is no longer only the organisation as a whole, but increasingly also the individual decision-makers, managers and finally employees who are required to be ambidextrous. A high degree of efficiency and creativity as well as the ability to switch flexibly between these opposing paradigms are required.
From a workplace design perspective, ambidexterity is seen as a valuable form of work enrichment that can increase creativity, innovation and motivation of employees. However, previous research also indicates possible negative effects in the form of frustration, anger and stress caused by the conflict between the two activities. Neurologists point out that exploitation and exploration are completely different cognitive processes.
Experts disagree on whether and under what conditions the demand for individual ambidexterity is beneficial for the individual and thus for the company. My research addresses this research gap.