Author(s)

Yujie Feng, Junxing Zhou

University of Science and Technology of China, Hefei, China.

The research on organizational innovation has considered structural ambidexterity, context ambidexterity and leadership ambidexterity as important ways to realize organizational ambidexterity. Yet, our understanding about the manager’s ambidexterity in social enterprises is still unclear. In order to discover the importance of organizational support, we divided organizational support into instrumental support and emotional support to investigate their impact on manager’s ambidexterity. We also argue that emotional intelligence intermediates the relationship between two types of support and manager’s ambidexterity in social enterprises; the manager’s informal networks and equity sensitivity moderate the impact of the two organizational supports on manager’s ambidexterity. In this paper, we propose a research framework that both organizational supports are important determinants of manager’s ambidexterity. In addition, emotional intelligence and informal network play a partial mediating role in the two organizational supports and manager’s ambidexterity.

Social Enterprise, Managers’ Ambidexterity, Emotional Intelligence, Informal Network, Equity Sensitivity

Feng, Y. and Zhou, J. (2019) Organizational Support and Managers’ Ambidexterity in Social Enterprise: The Mediating Role of Emotional Intelligence. Open Journal of Social Sciences, 7, 259-275. doi: 10.4236/jss.2019.75023.