Reacting to the ambidexterity mandate: How experienced tensions and cognitive dissonance influence innovative behaviors in a global organization.

This article examines how employees in a multinational corporation interpret and respond to a top-down strategic mandate to become ambidextrous—that is, to simultaneously pursue innovation and efficiency. Based on qualitative data from 78 employees at DataTech, a global IT services firm, the study finds that individuals experience the innovation–efficiency tension either as a dilemma, characterized by cognitive dissonance and negative emotions, or as a paradox, experienced as a stimulating challenge with positive emotions. Employees' interpretations are influenced by their understanding of the global environment's complexity—including new market opportunities, multiple stakeholder viewpoints, and cultural diversity—and by the supportiveness of their immediate work context. Those perceiving the tension as a paradox tend to integrate innovation and efficiency in their daily work, while those experiencing a dilemma may respond conservatively or proactively through segmentation, depending largely on proximal managerial and peer support. The study contributes to ambidexterity research by bridging organizational-level mandates and individual cognitive, emotional, and behavioral responses within a global context.