Self-Managing Team and Individual Ambidexterity: A Micro-Level Study

Through data collected from 104 individuals working in a R&D organization, we found that team context is created and renewed through the effect of formal and emerging organizational practices relying on people interactions between the inside and outside the team’s boundaries. Integrating insights from social network theory into the individual learning literature, we demonstrated the importance of brokerage position for individuals’ self-efficacy and, in turn, for their learning goal orientation. Hence, we extent previous studies showing that different position in both expressive and instrumental network would affect individual’s self-efficacy.