ABSTRACT

Although researchers and managers recognize the tension that characterizes the dynamics of museums and show a major concern with museums’ performance, the lack of studies examining organizational antecedents of performance is potentially limiting the understanding of the process by which top managers promote this key outcome. Drawing on the literature on ambidexterity and transformational leadership, we suggest that the transformational leadership of museums’ top managers facilitates the emergence of contextual ambidexterity which, in turn, influences museums’ performance. Data collected from a sample of 38 museums, including their top managers and 256 employees, support our hypotheses.

摘要

尽管研究人员和管理人员认识到博物馆动态特征的张力，并对博物馆的绩效表现出主要关注，但缺乏对绩效的组织前因的研究可能会限制对高层管理人员促进这一关键成果的过程的理解。借鉴关于二元性和变革型领导的文献，我们认为博物馆高层管理者的变革型领导促进了情境二元性的出现，进而影响了博物馆的绩效。从 38 家博物馆（包括其高层管理人员和 256 名员工）的样本中收集的数据支持我们的假设。