Achieving product ambidexterity in new product development: The role of middle managers' dynamic managerial capabilities

Abstract While the concept of dynamic managerial capabilities was initially developed to understand top managers' strategic decisions, we theorize that it can explain how middle managers successfully contribute functional outcomes. In this paper, apply perspective and sense, seize, reconfigure opportunities assets, enhance product ambidexterity. We test our predictions with survey data obtained in two waves a three‐year time lag enriched archival from sample 185 German managers. Our results show general human capital (specialized education), structural social (managerial ties), relational (trust) are positively related ambidexterity, while their cognitive (solidarity) is negatively related. by expanding management provide insights into underexplored relationship between