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Understanding how individuals shape the development of organizational ambidexterity is critical for better theorization and normative advice. But while most extant research uses exploration and exploitation as the defining firm-level practices, there remains a dearth of knowledge on how individuals respond to fundamental tensions challenging organizational existence. Particularly in the context of managing environmental concerns at the height of the financial crisis, firms are faced with a variety of both instrumentally and morally driven tensions. In this paper, we investigate what role firms’ environmental managers play in this process. Drawing on semi-structured interviews with environmental managers from 55 UK based firms, we find that these individuals turn out to be critical change agents by employing managerial capabilities of systematizing, assimilation and diffusion of practice. These individual level …