Academic literature on the topic 'Employee ambidexterity'
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Journal articles on the topic "Employee ambidexterity"
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Ajayi, Oluseyi Moses, Kayode Odusanya, and Susan Morton. "Stimulating employee ambidexterity and employee engagement in SMEs." Management Decision 55, no. 4 (May 15, 2017): 662–80. http://dx.doi.org/10.1108/md-02-2016-0107.
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Purpose The purpose of this paper is to contribute to the emerging theory of ambidexterity by developing measures to assess employee ambidexterity. Specifically, it identifies and tests the importance of the relationship between the organisational context and employee ambidexterity within small and medium enterprises (SMEs). Design/methodology/approach The research used a survey method to investigate SMEs in Nigeria. Two hundred SMEs were selected from across Nigeria to participate in the study and 72 companies responded, representing a 36 per cent response rate. The study sample comprised 398 shop-floor employees from 72 small and medium-sized manufacturing and service organisations. Findings The paper tests a model that sheds insight into the linkages between the organisational context, employee ambidexterity and employee engagement. Specifically, the model portrays significant relationships that exist between organisational context, employee ambidexterity and employee engagement. The results show that understanding the appropriate organisational contexts improves employee ambidexterity. Therefore, SMEs with the appropriate organisational contexts for employee ambidexterity and employee engagement will increase their potential for growth and survival. Originality/value The paper develops a conceptual model of the organisational context that improves employee ambidexterity and employee engagement.
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Caniëls, Marjolein C. J., Carmen Neghina, and Nico Schaetsaert. "Ambidexterity of employees: the role of empowerment and knowledge sharing." Journal of Knowledge Management 21, no. 5 (September 11, 2017): 1098–119. http://dx.doi.org/10.1108/jkm-10-2016-0440.
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Purpose The aim of this study is to empirically test the link between employee ambidexterity and two supportive organizational cultures, namely, a perceived culture of empowerment and a knowledge-sharing culture. Furthermore, the paper addresses the mechanisms through which these supportive organizational cultures work to enable employees to engage in ambidextrous behaviour. Specifically, the role of intrinsic motivation is investigated. Design/methodology/approach Data were obtained from 136 managers employed in the five main Belgian service sectors. Findings The findings indicate that a perceived culture of empowerment is positively related to intrinsic motivation, which in turn facilitates employee ambidexterity. Also, a moderating effect of extrinsic motivation on employee ambidextrous behaviour is found. At the same time, a perceived knowledge-sharing culture is having no effect on ambidexterity or intrinsic motivation. Research limitations/implications Insights into the roles of individuals in achieving ambidexterity help to advance the theoretical understanding of how a supportive organizational context may enhance employee ambidexterity. Originality/value Despite the growing body of research on antecedents of ambidexterity, there is still lack of thorough understanding of how a supportive organizational context may enhance employee ambidexterity and the roles of individuals in achieving ambidexterity. This is one of the first studies that investigate these factors in relation to individual level ambidexterity (as opposed to organization level ambidexterity).
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Tri Kurniawati, Desi, Aulia Fuad Rahman, and Moh. Athoillah. "Effect of ambidextrous leadership, adaptive leadership on employee ambidexterity of state banks in Indonesia: mediating approach." International Journal of Research in Business and Social Science (2147- 4478) 11, no. 9 (December 25, 2022): 140–49. http://dx.doi.org/10.20525/ijrbs.v11i9.2195.
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The study's main aim was to determine the mediating effect of adaptive leadership on the relationship between ambidextrous leadership and employee ambidexterity with adaptive leadership as a mediator. The study used explanatory research with a cross-sectional survey design. Primary data on ambidextrous leadership, adaptive leadership and employee ambidexterity was collected from structured questionnaires. A survey was carried out on 100 employees of banks in Indonesia. The research hypothesis was tested using structural equation modeling partial least square analysis. The study found that adaptive leadership enhanced and significantly mediated the relationship between ambidextrous leadership and employee ambidexterity. Furthermore, ambidextrous leadership significantly enhances adaptive leadership, and directly adaptive leadership also increases employee ambidexterity. Thus, adaptive leadership perfectly mediates between ambidextrous leadership and employee ambidexterity.
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Ijigu, Amare Werku, Abebe Ejigu Alemu, and Abdurezak Mohammed Kuhil. "Fostering Employee Ambidexterity: The Role of High-Performance Work System and Ambidextrous Leadership." Jurnal Manajemen Teori dan Terapan | Journal of Theory and Applied Management 15, no. 3 (December 17, 2022): 312–29. http://dx.doi.org/10.20473/jmtt.v15i3.38687.
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Objective: This study aims to empirically investigate the moderating effect of ambidextrous leadership in the relationship between high-performance work systems (HPWS) and employee ambidexterity. Design/Methods/Approach: By integrating social exchange theory and the abilities, motivation, and opportunity (AMO model of human resource management), using a sample of 387 non-supervisory sales representative employees of Ethio-Telecom in Addis Ababa, Ethiopia. The proposed hypotheses were examined using structural equation modeling, SPSS plus AMOS software. Findings: The study reveals that HPWS has a positive and significant effect on employee ambidexterity. In addition, ambidextrous leadership moderates the relationship between a high-performance work system and employee ambidexterity. Furthermore, at the high level of ambidextrous leadership, the effect of a high-performance work system on employee ambidexterity is stronger. Originality: This study adds ambidextrous leadership as a moderator in the relationship between HPWS and employee ambidexterity, creating a new theoretical framework. Similarly, in stressing an evident gap in the relationship between HPWS and employee ambidexterity, this paper attempts to explain further how ambidextrous leadership moderates the effect of HPWS on employee ambidexterity. Practical/Policy implication: The study result reveals that the supervisors' high ambidextrous leadership behaviors and well-crafted HPWS enhance the sales representative's desire to engage in exploitative and exploration activities. In light of this, it makes sense that ambidextrous leadership is necessary to greatly affect HPWS and employee ambidexterity, enabling the organization to guide its leadership selection and development.
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Aamir, Alamzeb, Sharif Ullah Jan, Abdul Qadus, Abdelmohsen A. Nassani, and Mohamed Haffar. "Impact of Knowledge Sharing on Sustainable Performance: Mediating Role of Employee’s Ambidexterity." Sustainability 13, no. 22 (November 19, 2021): 12788. http://dx.doi.org/10.3390/su132212788.
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The prime objective of the current study is to examine the impact of knowledge sharing and employee ambidexterity on the sustainable performance of manufacturing firms operating in the KPK province of Pakistan. In addition to this, the study has examined the mediating role of employees’ ambidexterity in the relationship between knowledge sharing and sustainable performance. The final sample included 240 respondents, which represented a response rate of 68%. The study employed SEM-PLS for data analysis. The results indicate that the employee’s ambidexterity fully mediates between knowledge sharing and sustainable performance. Knowledge sharing appears as a significant determinant of employees’ ambidexterity and sustainable performance. Meanwhile, the employee’s ambidexterity also has a positive and significant relationship with sustainable performance. In the field of Management Sciences and other disciplines, knowledge sharing is considered a significant field of study. Globally, very little research has targeted these variables. This research offers conceptual highlights for developing the influence of knowledge sharing on the sustainable performance of employees particularly in the manufacturing sector.
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Yu, Ting, Siegfried Gudergan, and Ching-Fu Chen. "Achieving employee efficiency–flexibility ambidexterity." International Journal of Human Resource Management 31, no. 19 (May 14, 2018): 2459–94. http://dx.doi.org/10.1080/09585192.2018.1449762.
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Riad, Abd-El Aziz Mohamed, Eglal Hafez, and Eahab Elsaid. "The Effect of Employee Ambidexterity and Workaholism on Perceived Employability: An Empirical Study on the Private Banking Sector in Egypt." Business and Management Research 11, no. 1 (August 9, 2022): 21. http://dx.doi.org/10.5430/bmr.v11n1p21.
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The purpose of this research study is to examine the relation between both employee ambidexterity and workaholism as independent variables and perceived employability as a dependent variable. In addition, the paper aims to test whether employee ambidexterity and workaholism can be considered as antecedents to perceived employability. Interviews were conducted with the employees in the private banking sector in Egypt to explore the relationship between the research variables. Common method bias techniques were adopted to avoid any errors and to reduce the bias. Three hundred survey questionnaires were distributed on a non-probalistic sample that was specifically selected for the study due to its sensitive nature. The results suggest that there is a positive direct relationship between the independent variables “employee ambidexterity” and “workaholism” and the dependent variable “perceived employability.” Both independent variables were found to be antecedents to the dependent variable. Future research should include employees in the public banking sector in Egypt and other sectors and regions in order to help generalize the findings. To the best of our knowledge, there are no previous studies that examine how these two independent variables (employee ambidexterity and workaholism) can help employees achieve better job opportunities and act as antecedents to the dependent variable (perceived employability).
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Chang, Yi-Ying, Che-Yuan Chang, Chung-Wen Chen, Y. C. K. Chen, and Shu-Ying Chang. "Firm-level participative leadership and individual-level employee ambidexterity." Leadership & Organization Development Journal 40, no. 5 (July 8, 2019): 561–82. http://dx.doi.org/10.1108/lodj-08-2018-0308.
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Purpose The purpose of this paper is to examine if personal identification could explicate the black box between participative leadership and employee ambidexterity. Also, the authors aim to explore how and why the top-down effects of higher-level leadership styles affect lower-level outcomes. Design/methodology/approach The authors collected multilevel and multisource data from top manager teams, and unit managers and employees of research and development, marketing and sales, and operations from Taiwanese technology firms. Findings The results revealed that individual-level personal identification partially mediated the relationship between firm-level participative leadership and individual-level employee ambidexterity, and individual-level coworker social support moderated the effect of firm-level participative leadership on individual-level employee ambidexterity through individual-level personal identification. Originality/value This paper demonstrated the importance of participative leadership and personal identification. It contributed to profound comprehension for potential mechanisms of individual-level personal identification and an enhancer of individual-level coworker social support why and how affects firm-level participative leadership on individual-level employee ambidexterity.
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Qammar, Rabia, and Rana Zain Ul Abidin. "Mediating and Moderating Role of Organizational Ambidexterity and Innovative Climate among Leadership Styles and Employee Performance." Journal of Management Info 7, no. 1 (May 2, 2020): 1–9. http://dx.doi.org/10.31580/jmi.v7i1.1339.
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This research seeks to examine how transformational leadership and ambidextrous leadership impact on employee performance. The study focuses on the mediating role of organizational ambidexterity and moderating role of innovation climate, in influencing the relationship both directly and indirectly with employee performance. The proposed model will be tested with data collected from a large stratified random sample of 1000 software house’s employees from a population comprising of 3348 information technologies companies in Pakistan. Results, using statistical analysis techniques, are expected to indicate that organizational ambidexterity and innovation climate will mediate and moderate among transformational leadership and ambidextrous leadership, with employee performances.
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Omar, Muhamad Khalil, Yusri Hazrol Yusoff, and Zahira Abdul Rahman. "A Study on the Determinants of Engagement and Ambidexterity Among Engineers in SMEs Engineering Consulting Firms." Asia-Pacific Management Accounting Journal 17, no. 3 (December 31, 2022): 47–88. http://dx.doi.org/10.24191/apmaj.v17i3-03.
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Various studies conducted on business sustainability have shown that organisations need to become ambidextrous in order to sustain in rapidly changing environments. A number of studies have investigated on numerous organisational ambidexterity antecedents and outcomes. However, very few studies have focused at the employee level. Therefore, the purpose of this study was to identify the variables that determine engagement and ambidexterity among engineers in the SMEs context which were predicted to be determined by person-job fit, person-team fit, and person-organisation fit. The samples were obtained from 106 graduate engineers working in SMEs Engineering Consulting Firms. Covariance-Based Structural Equation Modeling (CB-SEM) was used to test the direct and indirect effects of the variables using the Analysis of Momentum Structures (AMOS). Results indicated that only person-job fit influenced employees’ engagement, employees’ engagement influenced employees’ ambidexterity, and employees’ engagement mediated the relationship between person-job fit and employees’ ambidexterity. In summary, the findings of this study could be applied in SMEs for developing and implementing organizational strategies to improve the level of employees’ engagement and employees’ ambidexterity by focusing on person-job fit, person- team fit, and person- organisation fit. Keywords: employees’ engagement, employees’ ambidexterity, engineering
Dissertations / Theses on the topic "Employee ambidexterity"
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Yu, Yi-Ting Marketing Australian School of Business UNSW. "Ambidexterity: the simultaneous pursuit of service and sales goals in retail banking." Awarded by:University of New South Wales. Marketing, 2010. http://handle.unsw.edu.au/1959.4/44776.
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Torn by having to meet the external demands of customers for quality service and internal demands for achieving sales targets, achieving a balance is not an easy task for traditional service units in fields such as retail banking, retailing, telecommunications, travel industry, and the like. This study examines the issue through the lens of an organizational ambidexterity framework. In the management literature, ambidexterity is used as a metaphor to describe an organization???s ability to perform seemingly conflicting tasks or pursue disparate goals simultaneously (Lubatkin et al., 2006). As an emerging research area, ambidexterity studies address the issue of how an organization can pursue multiple goals simultaneously (Benner & Tushman, 2003). The study has three specific objectives: 1) to conceptualize ambidexterity in the context of service and sales in a retail bank setting; 2) to identify and empirically examine the antecedents of branch ambidexterity; and 3) to examine the impact of ambidexterity on branch financial performance. Based on resource-based view and organization-context literature, the present study focuses on the impact of employee characteristics and contextual variables on branch ambidexterity and, ultimately, branch-level financial performance. The study uses both a qualitative and a quantitative approach. Data are collected from two large retail banks, one in Australia and one in Thailand. Findings are reported in three different studies. Study one reports findings based on the qualitative phase. Studies two and three report findings based on the quantitative data. A qualitative approach involves five bank branches and conducting a series of in-depth interviews with branch managers and frontline staff. It identifies employee constructs that have a positive or a negative impact on branch ambidexterity. These constructs are goal orientation, self-efficacy, and role stress. The role of branch context is also discussed. The quantitative approach involves data from 2,306 employees in 267 branches in a large Thai bank. Hierarchical linear modeling (HLM) is used to analyze the data. The quantitative data are used to test two models. The first model explores the direct impact of employees??? characteristics on branch ambidexterity. It is found that goal orientation, self-efficacy, and role stress are significantly associated with branch ambidexterity. The inclusion of transformational leadership as a moderator provides additional insights into the relationship between employee characteristics and branch ambidexterity. The second model tests the direct impact of contextual variables on branch ambidexterity. The contextual variables include empowerment, team support, fairness of rewards, and transformational leadership. Finally, it explores the impact of branch ambidexterity on branch financial performance. Data suggest that all four contextual variables make significant positive contributions to branch ambidexterity at the individual level. However, only empowerment, team support, and fairness of rewards have a significant group-level effect on branch ambidexterity. It is also found that branch ambidexterity is positively related to branch financial performance.
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Eriksson, Gusten, and Karin Persson. "Organisational ambidexterity in manufacturing SMEs : An empirical study of managers’ and workers’ perceptions of ambidextrous elements." Thesis, Tekniska Högskolan, Högskolan i Jönköping, JTH, Produktionsutveckling, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-45316.
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Organisational ambidexterity is considered a key to company survival and performance. Despite this, organisational ambidexterity is still a poorly understood phenomenon, especially in an SME context. The purpose of this study was therefore to investigate how the compliance with ambidextrous elements is perceived at different levels in manufacturing SMEs, to increase the understanding of organisational ambidexterity in this context. The empirical data was collected through a combination of questionnaire and interview. The case companies in this report perceive that they comply stronger with contextual elements than with structural elements. The strong compliance with contextual elements is motivated by the lack of hierarchies, flexibility in the company, different management structure and low number of employees. This allows employees to perform the contextual elements such as initiative-taking, cooperating, brokering and multitasking. The structural elements including e.g. vision, values, strategies, senior team responsibility and alignment are perceived differently at different hierarchal levels, indicating that there are subcultures within the hierarchal levels within a company. The biggest difference can be found between the middle managers and the top managers,. Workers perceive that they are not included in explorationb within the company, and that the exploration occur more sporadically than those for exploitation. The definitions of exploration and exploitation vary between the companies which results in a lack of consensus. This makes it difficult for the companies to perform the changes necessary in order to develop and achieve long-term sustainable growth i.e. economical sustainability. The managerial implication of this report concerns four actions: (1) create a common definition for exploration, (2) develop goals for exploration, (3) communicate for buy-in and (4) involve all employees.
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Ajayi, Oluseyi M. "The impact of employee ambidexterity on organisational and marketing innovations : organisational context for exploiting the present and exploring for the future." Thesis, Loughborough University, 2013. https://dspace.lboro.ac.uk/2134/12562.
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Research studies on innovation tend to focus more on Process and Product Innovations (PPIs), while both Organisational and Marketing Innovations (OMIs) have been under-researched. The lack of prior research on these non-technological innovations has been attributed to poor data availability. Theoretical opinions show that OMIs could be necessary prerequisites needed to optimally utilise and deploy these PPIs. Organisational Ambidexterity (OA) has emerged to be crucial in achieving long-term organisational success. Ambidexterity in an organisational context refers to the ability to concurrently exploit current competitive advantage and explore new opportunities with equal dexterity. For firms to remain competitive and adaptive to continuous change in the business environment, OA has been noted as a necessary attribute, but research on ambidexterity at the individual level of analysis is limited. There is a lack of understanding of how individual ambidexterity at the lower-levels of the organisation affects the overall ambidexterity of the organisation. This research explores organisational context antecedents of OMIs capabilities; Organisational and Employee Ambidexterity, and identifies how individual employees in Small and Medium-sized Manufacturing and Service Organisations could contribute to the capability of their organisation to concurrently exploit present market opportunities and explore new opportunities, towards sustaining their competitive advantage. This study involves a two-phase sequential mixed methods design beginning with a qualitative exploratory research involving 15 in-depth Nigerian-based interviews. The first phase facilitated preliminary assessment of organisational context, measured by the Cameron and Quinn's Organisational Culture Assessment Instrument. This phase also aided the understanding of factors that promote OMIs capabilities and the development of themes used to design the survey instrument for the second phase. The second phase involved a quantitative study of 398 shop-floor and 202 managerial staff from Small and Medium-sized Nigerian Manufacturing and Service Organisations. This phase was characterised by descriptive and inferential statistics through Structural Equation Modelling. This aided identifying the organisational context that promotes Employee Ambidexterity (EA) and the relationships between EA; OA; and OMIs' capabilities. vi Drawing upon information-rich evidence, this study identified enablers that could promote EA; OA; OMIs; effective innovations; and sustainable organisational growth. Statistical evidence from the research findings shows that Organic Structure and Knowledge Sharing, plus a Flexible and Family-like Organisational Culture: 1. enhances Employee Ambidexterity and Level of Engagement; 2. improves employees' contributions to OA, OMIs and SMEs' growth; 3. optimises the internal capabilities of SMEs in order to promote their sustainable growth; 4. enables SMEs to search for new market opportunities and strengthen current market positions concurrently; and 5. promotes viable Manufacturing and Service SMEs that are needed to offset the prevalent public sector job losses. A framework that relates: Individual and Organisational Ambidexterity; Organisational and Marketing Innovations capabilities; and Organisational Performance, has been identified in this study. While Marketing Innovation capability and Exploitative Orientation of Ambidexterity target the short term organisational benefits, Organisational Innovation capability and Explorative Orientation of Ambidexterity address the long term competitive advantage of the organisations. Besides advancing literature on the study of Organisational Ambidexterity by combining the individual level of analysis with the organisational level of analysis, this study identifies frameworks that promote effective innovation and sustainable organisational performance through shop floor employees' contributions to Organisational Ambidexterity and OMIs in SMEs. Outcomes of this research have been eye-openers for the case organisations on how to optimally utilise their resources (people, materials, knowledge, technology and other assets) to achieve sustainable growth and long term success.
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Moganedi, Kelvin Mogale. "Organisational performance as a mediating construct between employee-driven innovation and organisational ambidexterity as studied through the lens of paradox." Diss., University of Pretoria, 2019. http://hdl.handle.net/2263/73992.
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The purpose of this study was to investigate tensions between employee-driven innovation and organisational ambidexterity, and how these tensions affect organisational performance. The tensions were framed on the Paradox Theory. The study focused on South African organisations, particularly in the Johannesburg and Pretoria regions. This study adopted a positivist paradigm, deductive approach, explanatory research, and quantitative method with a total number of 172 respondents.
The analysis found that the relationship (or tension) between organisational ambidexterity and employee-driven innovation, is a mediator between the two other tensions of interest, namely, organisational ambidexterity versus organisational performance, as well as employee-driven innovation versus organisational performance. Through hypothesis testing, all three hypotheses showed tensions existed between the three constructs, respectively. The study also found respondents’ willingness and ability to be involved in employee-driven innovation initiatives, elements of ambidexterity were also observed from the results at both individual and organisational levels.
As the research was set mainly in Johannesburg and Pretoria, generalisability of the results may prove a challenge. Managers should be encouraged to set up processes that remove or reduce the friction between employees’ daily responsibilities, and involvement in innovation initiatives. In order to build an ambidextrous organisation, managers need to be deliberate about such processes, resources allocated to technology, as well as learning initiatives for both themselves and their teams. In addition, managers need to intentionally work on the behaviour of the organisation and attitudes.Mini Dissertation (MBA)--University of Pretoria, 2019.
tk2020
Gordon Institute of Business Science (GIBS)
MBA
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Lund, Stetler Katarina. "Innovation under pressure : Reclaiming the micro-level exploration space." Doctoral thesis, KTH, Integrerad produktutveckling, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-160618.
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Research & Development (R&D) departments are becoming increasingly structured and routine-based, with tight schedules and daily follow-ups. This way of working stems from increased demands for delivering products to customers quickly and with high quality at a low price. At the same time, these organisations are faced with the challenge of coming up with new ideas that can become the foundations of tomorrow’s innovations. This means that R&D departments must achieve both exploration, in terms of coming up with new ideas, and exploitation in terms of turning existing ideas into products available on the market. If these dual perspectives are to be met within a single work unit, the employees in that unit must achieve what we call contextual ambidexterity. Previous research has shown this to be difficult to achieve and has offered little guidance for organisations about how to organise and manage their operations in order to increase their chances of achieving contextual ambidexterity.The aim of this thesis is to explore challenges related to innovation that are encountered at the micro-level in contextually ambidextrous organisations and to shed light on factors that explain those challenges.This study has combined survey data with interview data from several organisations to analyse the relationship between aspects of efficiency and aspects of creativity. It was found that employees in a contextually ambidextrous organisation struggle to ensure enough micro-level exploration space, in other words, they have trouble finding time to explore ideas and making room for novel ideas.This research shows that a contextually ambidextrous approach in R&D will likely exert two main challenges related to innovation. The first challenge is a crowding out of exploratory activities in favour of exploitatory activities. One reason for this is the combination of using productivity goals for exploitation and not using any similar targets for exploration activities. Large discrepancies in how these two types of activities are treated runs the risk that the one that is less monitored – most often exploration – is likely to be crowded out in favour of the one that is more intensely monitored.A second possible challenge is the demand on predictability in project progress that is often built into organisations as a means to enhance exploitation. This aim for predictability might create a reluctance to introduce new projects with high levels of novelty because the introduction of novel ideas contains uncertainties that jeopardise the adherence to the project plan. The combination of this view of novelty in the later phases of product development and the crowding out of exploratory activities could possibly lead to insufficient room for novel ideas to gain ground in the organisation, and this could lead to less innovative output.QC 20150225
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Albin, Rebecca, and Gustav Eriksson. "Cut your hair and get a job : A study of how Swedish employers see business graduates from an ambidexterity perspective." Thesis, Högskolan Kristianstad, Sektionen för hälsa och samhälle, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:hkr:diva-15732.
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Employability is a field of research and a concept that has developed considerably over the past century. Today, employability contributes to discussions in higher education, psychology and even labour market politics. What influences employability is thus of great importance to a number of stakeholders. Since employability consists of assets that make an individual employable, the employer’s perception of employability is essential. An area within organisational strategy called ambidexterity discusses the competitive advantage that can be obtained by hiring staff with certain characteristics, indicating that there could be a relation between ambidexterity and employability. The purpose of this study is to explain how organisational ambidexterity influences employers’ preference in regards of employability. To do so, a conceptual model was developed from theoretical research. The model included: education, experience and personal characteristics. A questionnaire was used to collect data in order to explain the relation between ambidexterity and employability. The findings of the study did not show that organisational ambidexterity influences employer preferences regarding employability considerably even though indications that a relation exists were found. Moreover, the study findings indicated that other factors such as gender and age of recruiter might have an influence on employer preferences instead.
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Chu, Teng-Yu, and 朱騰宇. "Relationships among Employee Self-directed Learning, Organizational Ambidexterity and Enterprise Dynamic Capability." Thesis, 2011. http://ndltd.ncl.edu.tw/handle/30775013260961806147.
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碩士國立中山大學
人力資源管理研究所
99
High globalization of economy has led companies into a business environment in which the changes are increasingly complex and faster. In order to survive even succeed over the long term, the modern enterprises must confront reality in real time and predict possibility. In the 1990s, the theory of dynamic capability arose for responding the rapid changes in market conditions. Many scholars’ researches found that the learning of organization, management models and organizational ambidexterity are the factors to affect the dynamic capability of enterprise. And the organizational ambidexterity can enhance organizational strength of controlling new knowledge and informational diversity. The purpose of this research is to explore the relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. Research is conducted using survey data collection. Samples are from engineers, administrators, specialists, first-line and midlevel managers in enterprises. Via electronic and paper questionnaires, the numbers of distributed questionnaire is 557, effective questionnaire is 230, and the rate of effective questionnaire is 41.3%. The analysis results show that there are significantly parallel relationships among self-directed learning, organizational ambidexterity and dynamic capability of enterprise. For enterprise management, strengthening employees’ self-directed learning and building up a high organizational ambidexterity are useful to enhance the dynamic capability of enterprise.
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MatthewO'Neill and 利亞姆. "Extension Study of the Ambidexterity Theory of Leadership for Innovation at the Individual Employee Level." Thesis, 2016. http://ndltd.ncl.edu.tw/handle/47196965156622731952.
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碩士國立成功大學
國際經營管理研究所
104
The ability for a business to successfully innovate in order to keep up with and outpace the competition in a rapidly changing environment, is widely regards as one of the most crucial success factors. Despite this importance however, innovation still remains as a difficult concept to understand; even with a plethora of academic research focused on its understanding. One aspect of this focus on understanding innovation, is the link between it and leadership. This paper seeks to explore the nascent ambidexterity theory of leadership for innovation. This newly emerged theory evolved out of the inconsistency found in the relationship between leadership and innovation with popular extant theories. Specifically, this research may provide further validation of the theory at the individual level, and thus contribute to its development. Additionally, other possible moderating factors are analyzed in order to further expand upon the theory. Ultimately, it is hoped that this will help lead to a better understanding of businesses may successfully innovate and thrive in the modern volatility-filled markets.
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YU, JU-FANG, and 余儒芳. "The Relationship among Types of Ambidexterity, Perceived Value and Relationship Quality - A Empirical Study of First-line Employees of Post office." Thesis, 2018. http://ndltd.ncl.edu.tw/handle/fkpp6k.
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碩士東吳大學
國際經營與貿易學系
106
In rapidly changing business environment, many enterprises expect that first-line employees can provide high-quality service quality and product selling at the same time. Under such kind of background, ambidexterity is extensive revealed. Literatures have studied the concept of organizational ambidexterity at the organization level, but lack of studies aiming at individual level. In this research, the researcher attempted to bring ambidexterity into the individual level of practice and discussed the contradiction of achieving service quality and sales quotas. This research operationalized types of ambidexterity as the Independent variable and perceived value and relationship quality as dependent variables. With first-line employees at post office as research objects, 538 effective questionnaires were collected and tested with the factor analysis t-test and gaining the following conclusions are as follows: 1. There are significance between different ambidexterity types on the perceived value and relationship quality. 2. Service focused type ambidexterity, customers’ perceived value is higher but perceived risk is lower. 3. Service focused type ambidexterity, customers’ trust and commitment is higher but conflict is lower. This research suggested companies should focus on customer requirements and relationship quality to achieve ambidexterity, enhance service quality, improve service standard and finally lead to better sale-performance and a win-win situation.
Books on the topic "Employee ambidexterity"
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Vilain, Michael, ed. Wege in die digitale Zukunft. Nomos Verlagsgesellschaft mbH & Co. KG, 2020. http://dx.doi.org/10.5771/9783748907008.
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Digitisation and mechanisation, in conjunction with network phenomena, are fundamentally changing the working and organisational world. They are both a complexity driver and a facilitator. The results of this for the social sector are accordingly multifaceted: new technology-based fields of work are emerging, powerful market players are appearing in changed value creation structures, and both management paradigms and specific requirements for employees and management are changing. Theory and practice are trying to conceptually grasp this new reality from a solution-oriented management perspective: exploration instead of exploitation, disruption instead of evolution or the contradictory concept of organisational ambidexterity. The contributions in this conference volume approach the facets of this complex phenomenon in an interdisciplinary manner, whereby theory and practice can meet on an equal footing, with the result that theoretical and empirical findings alternate with practical tests and findings. With contributions by Michael Vilain, Matthias Heuberger und Michael Vilain, Michael Beier und Sebastian Früh, René Linek, Thomas Klauß, Helmut Kreidenweis, Hartmut Kopf, Jens Runkehl, Christoph Minnig, Max Pascher, Andreas Schmidt, Philipp Köhler
Book chapters on the topic "Employee ambidexterity"
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Attar, Melis, and Serap Kalfaoğlu. "Explaining the Interaction Between Leader Ambidextrous Behavior, Employee Ambidexterity, and Organizational Ambidexterity." In Leadership Styles, Innovation, and Social Entrepreneurship in the Era of Digitalization, 251–81. IGI Global, 2020. http://dx.doi.org/10.4018/978-1-7998-1108-4.ch010.
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The aim of the study is to examine the relationships between ambidextrous leadership behaviors (i.e., task-oriented, relation-oriented, change-oriented, and external) in the context of leader behavior level and employee ambidextrous performance (i.e., exploitation and exploration) in the context of individual employee level by suggesting that the interaction of these two may result in organizational ambidexterity. This study aims to contribute to the immature ambidexterity literature by developing some propositions based on the previous ambidexterity researches related to ambidexterity of leaders, employees, and entire organizations. Taking into account ambidextrous leadership theory, it is proposed that while the leaders' task-oriented and relation-oriented behaviors are positively related to the employees' exploitation behaviors, the leaders' change-oriented and external behaviors are positively related to the employees' exploration behaviors. It is recommended for further studies to investigate the possible propositions with quantitative research designs.
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Bechthold, Laura, Maximilian Lude, and Reinhard Prügl. "Crisis Favors the Prepared Firm." In Resiliency Models and Addressing Future Risks for Family Firms in the Tourism Industry, 178–205. IGI Global, 2021. http://dx.doi.org/10.4018/978-1-7998-7352-5.ch008.
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This chapter examines the interplay of the fundamental constructs of perceived organizational resilience and organizational ambidexterity by providing insights from a case study of an integrated service company in the tourism and leisure industry located in the Swiss Alps. The authors theorize that organizational ambidexterity (i.e., the balance between adaptability and alignment) leads to higher levels of resilience by boosting the capability of the firm to mitigate and adapt to major disruptions in its environment. Data from a survey with non-family employees show that establishing structures of alignment and adaptability and imprinting an “and/or”-mindset into the company culture has enabled all employees to constantly navigate new challenges while staying aligned on priorities throughout the hardships of the COVID-19 pandemic. However, the positive effects of alignment and adaptability can only unfold if they are combined with clear communication and transparency by the company's leadership.
Conference papers on the topic "Employee ambidexterity"
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Sudrajat, Darjat, Anisa Larasati, Aini Farmania, Leo Andri Yulius Caesar, and Dennis Moeke. "Does Digital Employee Experience Matters for Employee Service Orientation, Ambidexterity, and Agility?" In ICEME 2021: The 2021 12th International Conference on E-business, Management and Economics. New York, NY, USA: ACM, 2021. http://dx.doi.org/10.1145/3481127.3481240.
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Agbaji, Armstrong Lee. "Leadership and Managerial Decision-Making in an AI-Enabled Oil and Gas Industry." In Abu Dhabi International Petroleum Exhibition & Conference. SPE, 2021. http://dx.doi.org/10.2118/207613-ms.
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Abstract The Age of AI is defining a new set of challenges for leaders and the integration of digitalization and analytics into management decision-making is now a strategic priority for the oil industry. The fundamental challenge currently confronting the industry is to find leaders who can lead in the digital age. As the industry grapples with the AI revolution, pressure is mounting on leaders to react swiftly to the disruption that comes in its wake. Leadership and management methodologies currently employed by most organizations will not suffice in the digital age because leadership in this new age requires a different set of skills and organizational alignment. Yet, many organizations continue to struggle to put leaders in place with the knowledge and expertise to take on the challenges of leading in an AI-enabled world. This paper addresses the challenges and responsibilities that the AI revolution presents to oil industry leaders and provides practical insights to confront them. It details the concept of ambidexterity and why it is difficult for oil industry managers to achieve. It also outlines what it takes to implement an ambidextrous strategy in the industry and presents a framework for leaders as they drive transformation and explore strategies that will shape the industry's transition to net-zero energy. With social media now shaping business decision-making, the paper also discusses its impact and presents a unique approach for leadership to be strategically positioned to reconfigure their organizations to ensure they survive and thrive in the social age. Artificial Intelligence in the oil industry is not just about managing operations and reducing operating cost. It is also about developing a completely new way of doing business. Leadership in the digital age will be held accountable to a different standard. They would not only be judged by their ability to drive strategy and deliver financial results; they would also be judged on their ability to leverage AI resources and drive deep analytics mindset across their organization, while dealing with energy transition and social media. The workforce of the future will be dominated by technologically sophisticated people connected to multiple platforms. Managing this workforce will require a new kind of managerial wisdom. The big gains from digital transformation will not be realized unless industry executives rethink the criteria with which leadership and management success is judged. Becoming a transformational digital leader requires the ability to define a strategic vision for transformation, understand the promise and peril of social media, cultivate employees to succeed with AI, and use AI responsibly. The future belongs to leaders with these abilities and capabilities.