Human resource (HR) perspective on managers’ ambidexterity. 337 managers from two large firms participated in a survey that measured manager ambidexterity against length of service in the organization and length of service in a function (organizational-functional tenure).
The authors were surprised to find that the longer managers remained in a functional area, the lower their ambidexterity became. They speculate that managers moving into new areas have to gain knowledge compared to existing functional, and/or that the longer managers remain in a functional post, the more they identify with that function rather than the organization.

Provides methods for measuring manager performance and manager ambidexterity (quantitively, using a survey).