Academic literature on the topic 'Employee ambidexterity'
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Journal articles on the topic "Employee ambidexterity"
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.
Full textCaniëls, 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.
Full textTri 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.
Full textIjigu, 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.
Full textAamir, 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.
Full textYu, 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.
Full textRiad, 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.
Full textChang, 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.
Full textQammar, 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.
Full textOmar, 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.
Full textDissertations / Theses on the topic "Employee ambidexterity"
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.
Full textEriksson, 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.
Full textAjayi, 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.
Full textMoganedi, 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.
Full textMini Dissertation (MBA)--University of Pretoria, 2019.
tk2020
Gordon Institute of Business Science (GIBS)
MBA
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.
Full textQC 20150225
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.
Full textChu, 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.
Full text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.
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.
Full text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.
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.
Full text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"
Vilain, Michael, ed. Wege in die digitale Zukunft. Nomos Verlagsgesellschaft mbH & Co. KG, 2020. http://dx.doi.org/10.5771/9783748907008.
Full textBook chapters on the topic "Employee ambidexterity"
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.
Full textBechthold, 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.
Full textConference papers on the topic "Employee ambidexterity"
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.
Full textAgbaji, 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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