Principals between exploitation and exploration. Results of a nationwide study on ambidexterity of school leaders
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Authors
Author (Corporation)
Publication date
17.08.2020
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Type
01A - Journal article
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Parent work
Educational Management Administration & Leadership
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DOI of the original publication
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Series
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Issue / Number
Pages / Duration
1-19
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SAGE
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Abstract
Both organizational and management research suggest that schools and their leaders need to be
ambidextrous to secure prosperity and long-term survival in dynamic environments characterized
by competition and innovation. In this context, ambidexterity refers to the ability to simultaneously
pursue exploitation and exploration and thus to deliver efficiency, control and incremental
improvements while embracing flexibility, autonomy and discontinuous innovation. Using a unique,
randomized and representative data set of N ¼ 405 principals, we present findings on principals’
exploitation and exploration. The results indicate: (a) that principals engage far more often in
exploitative than in explorative activities; (b) that exploitative activities in schools are executed at
the expense of explorative activities; and (c) that explorative and ambidextrous activities of
principals are positively associated with the (perceived) competition between schools. The study
brings a novel perspective to educational research and demonstrates that applying the concept of
ambidexterity has the potential to further our understanding of effective educational leadership
and management.
Keywords
Ambidextrie, Ambidexterity, exploitation, exploration, principal, leadership, innovation
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ISBN
ISSN
1741-1440
1741-1432
1741-1432
Language
English
Created during FHNW affiliation
Yes
Strategic action fields FHNW
Publication status
Published
Review
Peer review of the complete publication
Open access category
Citation
Pietsch, M., Tulowitzki, P., & Cramer, C. (2020). Principals between exploitation and exploration. Results of a nationwide study on ambidexterity of school leaders. Educational Management Administration & Leadership, 1–19. https://doi.org/10.1177/1741143220945705