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
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Xiang, Shuting, Guoquan Chen, Wei Liu, Qiwei Zhou, and Shuo Xing. "An empirical study of the impact of goal orientation on individual ambidexterity – moderating roles of goal interdependence and constructive controversy." Nankai Business Review International 10, no. 3 (August 5, 2019): 465–84. http://dx.doi.org/10.1108/nbri-11-2018-0070.
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Purpose Ambidexterity is the source of organizational sustainable development and long-term success. However, understanding the role of individual ambidexterity in organizations remains underdeveloped. Recently, scholars have increasingly emphasized the importance of individual ambidexterity, calling for more research on the topic. This study aims to explore the factors influencing individual ambidexterity. It proposed that goal orientation would be related to individual ambidexterity, and perceived cooperative goal interdependence and constructive controversy would play moderating roles in this relationship. Design/methodology/approach The paper opted for a survey study. Questionnaires were distributed to enterprise managers from a part-time MBA program at a university located in Beijing, China. They were also asked to bring copies to their colleagues, so they could fill them out. The authors obtained 229 valid questionnaires and used hierarchical regression analysis to test the relationships. Findings The results revealed that both learning goal orientation and performance goal orientation were significantly and positively related to individual ambidexterity. Perceived cooperative goal interdependence and constructive controversy positively moderated the relationship between learning goal orientation/ performance goal orientation and individual ambidexterity. Practical implications The paper provides beneficial suggestions for both managers and employees. It offers a reference for managers regarding how to promote employee ambidexterity. It also provides suggestions for employee career development. Originality/value The paper explored the factors influencing ambidextrous activities at the individual level, a very scare approach in extant studies. It also constructed a systematic process mechanism of individual ambidexterity, integrating both internal and external factors.
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Luu, Tuan Trong, Chris Rowley, and Khai Cong Dinh. "Enhancing the effect of frontline public employees’ individual ambidexterity on customer value co-creation." Journal of Business & Industrial Marketing 33, no. 4 (May 8, 2018): 506–22. http://dx.doi.org/10.1108/jbim-04-2017-0091.
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Purpose When public employees demonstrate ambidexterity in serving customers, through efficiently providing customers with current public services as well as exploring ways to create more, new public service solutions for customers, they may activate customers’ co-creating value with the public organization. The purpose of this research is to examine the role of public employees’ individual ambidexterity in promoting customer value co-creation. This research also seeks to investigate the levers behind individual ambidexterity, including ambidextrous leadership as an antecedent and public service motivation (PSM) as an enhancer for the leadership effect. Design/methodology/approach Public employees from public legal service agencies and customer companies they had served have been invited to participate and provide data for this research. The data collated have been analyzed using multilevel structural equation modeling approach. Findings Ambidextrous leadership was positively associated with frontline public employees’ individual ambidexterity. This positive association was enhanced by PSM among frontline public employees. In turn, frontline public employees’ individual ambidexterity demonstrated a positive link with customer value co-creation through the mediation mechanisms of customer–employee identification and customer–organization identification. Originality/value This research extends and marks the convergence between ambidexterity and customer value co-creation research streams.
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Panagopoulos, Nikolaos G., Adam Rapp, and Michael A. Pimentel. "Firm Actions to Develop an Ambidextrous Sales Force." Journal of Service Research 23, no. 1 (November 10, 2019): 87–104. http://dx.doi.org/10.1177/1094670519883348.
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While research on employee ambidexterity is growing, there is little investigation on what firms can do to enhance their competitiveness in this space. Leveraging a human resource lens, we advance a comprehensive model depicting three firm-level ambidexterities as key performance drivers that can help firms achieve bottom-line outcomes. Specifically, we focus on (1) ambidexterity in skill-enhancing practices (i.e., selection, training), which ensure employees have relevant service-sales knowledge, skills, and abilities; (2) ambidexterity in motivation-enhancing practices (i.e., metrics, incentives), which help motivate employees to perform service-sales activities; and (3) ambidexterity in opportunity-enhancing practices (i.e., data, tools use), which enable employees to perform service-sales activities. Our findings suggest that ambidextrous firms—or those that balance service- and sales-related elements when implementing their systems and processes—enjoy greater sales force and firm financial performance. Finally, we test boundary conditions for these relationships and find that competitive intensity enhances the positive effects of all ambidexterity constructs. We conclude with implications for theory and practice.
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Brix, Jacob. "Innovation capacity building." Learning Organization 26, no. 1 (January 14, 2019): 12–26. http://dx.doi.org/10.1108/tlo-08-2018-0143.
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PurposeThe purpose of this paper is to propose how a bottom-up creation of an ambidextrous organization can be enabled. By integrating research on “contextual ambidexterity” and “individual and organizational capacity building”, an “innovation capacity building” framework is conceptualized that suggests how balance between exploration and exploitation can be maintained.Design/methodology/approachThe study is conceptual. As no data are utilized, focus is on discussing the links between the two theoretical perspectives and the advantages of the proposed innovation capacity building framework.FindingsThe innovation capacity building framework discusses the influence, both positive and negative, of the local organizational context for ambidexterity, and the interactions required such as feedback between the management team and the employees so they together can build an ambidextrous working culture. A culture in which it is the individual employee that is responsible for switching between activities related to exploration and exploitation and where the management team empowers the employees to do so.Originality/valueThis study focuses on contextual ambidexterity and how contextual ambidexterity can be implemented as a way of working in contemporary organizations. The originality lies in the proposed framework and in the dedicated focus on “how” ambidexterity can be implemented in organizations.
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Kraft, Michael Hans Gino. "Concepts of Employee Ambidexterity - A Literature-Based Analysis of Paradoxical Behavior on an Individual Level." International Journal of Applied Research in Business and Management 2, no. 2 (November 5, 2021): 64–72. http://dx.doi.org/10.51137/ijarbm.2021.2.2.5.
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Many companies face the challenge of exploring new business potentials while exploiting internal excellence to meet their market conditions. This results to a mutual limitation of resource capacities and thus to a management task at the individual level. Under this premise, the following article summarizes the arguments and counterarguments in the scientific discussion about the ambidexterity on a employee level. Although academic interest in the study of indi-vidual ambidexterity is growing, there is still a need to understand the different concepts and to classify their potential. For this purpose, the existing scientific literature is compiled according to individual employ-ee behavior, structured and described in its most important results. The review took place between January 2021 and June 2021 by using different academic databases such as Econbiz, Scopus and Web of Science. The sample included 10 articles from a cross-sectoral con-text. The evidence of the analysis demonstrates that ambidexterity in employee behavior promotes economically useful adaptability within organizations. Practitioners and scientists are invited to cope the po-tential of individual ambidexterity and to implement ambidextrous be-havioral practices in organizational reality.
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Adler, Ralph, Toshiro Hiromoto, and Hiroyuki Suzuki. "Amoeba management and organizational ambidexterity." International Journal of Productivity and Performance Management 69, no. 2 (August 23, 2019): 405–27. http://dx.doi.org/10.1108/ijppm-07-2018-0254.
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Purpose The purpose of this paper is to extensively discuss the performance management system characteristics of amoeba management and organizational ambidexterity to provide conceptual comparisons between the two and assist scholars and practitioners in their respective research design and adoption decisions. Design/methodology/approach Management databases that included Science Direct, ABI/INFORM Global, Business Source Premier and Scopus (and their Japanese counterparts), as well as a number of journals known for publishing work on amoeba management and organizational ambidexterity, were used to identify relevant published work. An initial identification of almost 2,500 books and articles was reduced to the paper’s approximately 100 references. Feedback from presenting the paper at management conferences and university seminars supports the comprehensiveness of the assembled literature. Findings This paper shows that prior research’s conflating of amoeba management and organizational ambidexterity is misguided. While the two performance management systems share a common overarching philosophy on how to successfully operate in highly competitive environments and adopt a similar urgency about the need for business units to feature relatively small numbers of employees, significant differences involving the enactment of strategy, organizational structure, organizational culture, planning horizon, performance measures, employee involvement, employee selection and leadership prevail. Originality/value By providing scholars and practitioners with better, more holistic understandings of amoeba management and organizational ambidexterity, the paper seeks to advance theoretical and practical understandings of the two performance management systems. The model provided helps scholars incorporate into their research more complete theoretical constructions and operational representations of these two performance management systems and helps practitioners make better informed adoption choices.
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Hirst, Giles, Cherrie J. Zhu, and Qin Zhou. "Unpacking the ambidexterity literature to predict employee performance and creativity." Academy of Management Proceedings 2012, no. 1 (July 2012): 12112. http://dx.doi.org/10.5465/ambpp.2012.12112abstract.
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Alvares, Antonio Carlos Teixeira, José Carlos Barbieri, and Dafne Oliveira Carlos de Morais. "Horizontal innovation and ambidextrous organization: a new innovation model applied in a mature industrial company." International Journal of Innovation 9, no. 3 (December 17, 2021): 588–621. http://dx.doi.org/10.5585/iji.v9i3.19012.
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Objective of the study: Analyze how Horizontal Innovation enables a company to produce radical and incremental innovations, making it ambidextrous.Methodology/approach: The research is a case study at a mature Brazilian company that puts Horizontal Innovation based on its Employee Suggestion System (ESS) into practice. A total of 18 interviews were conducted, including: all 4 directors and all 10 managers of the organization, in addition to 2 coordinators and 2 researchers.Originality/Relevance: The paper creates and defines the concept of Horizontal Innovation: a type of innovation that originates from all employees, usually stemming from an ESS. The study shows, based on continual ESS operations, how a company can achieve ambidexterity and systematically produce incremental, radical products and processes.Main results: ESS produces radical innovations as well as incremental ones, although the latter occur more frequently, and lead to Horizontal Innovations. The systematic search for Horizontal Innovations paves the way for a company to become ambidextrous, promoting, with the same competence, these two types of innovation.Theoretical/methodological contributions: The study contributes to the debate that defends the viability of innovative ambidexterity, and to new insights that clarify how a culture that stimulates ambidexterity can influence the ambidextrous behavior of employees through Horizontal InnovationPractical implications: A new type of innovation is proposed and described, reinforcing the value of an ESS as an important management tool. The case enables comparisons and contrasts with others for best practices benchmarking.
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Zhou, Jingmei, Gongbing Bi, Hefu Liu, Yulin Fang, and Zhongsheng Hua. "Understanding employee competence, operational IS alignment, and organizational agility – An ambidexterity perspective." Information & Management 55, no. 6 (September 2018): 695–708. http://dx.doi.org/10.1016/j.im.2018.02.002.
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Malik, Ashish, Brendan Boyle, and Rebecca Mitchell. "Contextual ambidexterity and innovation in healthcare in India: the role of HRM." Personnel Review 46, no. 7 (October 16, 2017): 1358–80. http://dx.doi.org/10.1108/pr-06-2017-0194.
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Purpose The purpose of this paper is to examine innovation in the resource-constrained context of India’s healthcare industry. It is argued that the process of innovation in addressing healthcare management challenges in such a context occurs through organisational ambidexterity and that human resource management (HRM) plays an important role. Design/methodology/approach A qualitative research methodology is applied to explore the role of HR practices in facilitating contextual ambidexterity and subsequent innovations in healthcare in India. The unit of analysis is the “case” of healthcare providers in India and in-depth interview and documentary data in two case sites are analysed to reveal the role of HRM in facilitating contextual ambidexterity and innovation. Data analysis was undertaken first at a within-case and then at a cross-case analysis level using interpretive manual coding based on how the data explained the role of HRM in delivering innovative outcomes and supporting organisational ambidexterity. Findings The authors found evidence of the use of sets of high-involvement HRM practices for exploration of new ideas and efficiency-driven HRM practices for creating contextual ambidexterity in the case organisations. Further, managerial/leadership style was found to play an important role in creating cultures of trust, openness, risk-taking and employee empowerment, supported by an appropriate mix of intrinsic and extrinsic rewards. Finally, training was also reported as being central to creating an ambidextrous context for delivering on various innovations in these healthcare providers. Originality/value This study represents an exploration of innovation in the context of India’s healthcare sector through intersecting literatures of ambidexterity, innovation and HRM practices. In light of the emerging economy research context, an important empirical contribution is palpable. Moreover, through a study design which included collecting data from multiple informants on the role of human resources in facilitating innovative outcomes, the authors reveal the role of HR-related initiatives, beyond formal HR practices in creating contextual ambidexterity. This study also reveals the degree to which contextual idiosyncrasies enhance our understanding of the role of HR in facilitating innovation in emerging economies.
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Tuan, Luu Trong. "Tourism employee ambidexterity: The roles of servant leadership, job crafting, and perspective taking." Journal of Hospitality and Tourism Management 51 (June 2022): 53–66. http://dx.doi.org/10.1016/j.jhtm.2022.02.019.
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Batt-Rawden, Victoria Helen, Gudbrand Lien, and Terje Slåtten. "Team learning capability – an instrument for innovation ambidexterity?" International Journal of Quality and Service Sciences 11, no. 4 (December 9, 2019): 473–86. http://dx.doi.org/10.1108/ijqss-02-2019-0026.
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Purpose The aim of this paper is to develop the concept of team learning capability in professional service firms. Thereafter, to examine the effect of team learning capability on innovation ambidexterity. The aspects of exploitive and explorative knowledge creation in teams and its impact on incremental and radical service innovation are in focus. Design/methodology/approach Structural equation modelling was applied to establish reliability and validity and measure the size of relationships. Evidence is drawn upon an empirical sample of 210 consultants in the professional service industry. Findings The findings support the concept of team learning capability and reveal that team learning capability consists of relationship learning in teams, trusting team climate and employee commitment. The results indicate a strong positive relationship between team learning capability and innovation ambidexterity in professional service firms. Originality/value This study is the first to offer an empirical-based and contextualized framework for team learning capabilities and a valid measure.
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Kung, Ching-Wen, Jin Feng Uen, and Shou-Chi Lin. "Ambidextrous leadership and employee innovation in public museums." Chinese Management Studies 14, no. 4 (April 27, 2020): 995–1014. http://dx.doi.org/10.1108/cms-05-2018-0523.
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Purpose The purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums. Design/methodology/approach Multisource survey data were obtained from 30 human resource managers, 74 department managers and 237 employees of Taiwanese public museums. Multilevel path analysis was conducted to test the proposed model. Findings Ambidextrous leadership has the most significant effect on employees’ innovative behaviors. Moreover, organizational climate for innovation has a mediating effect on the relationship between ambidextrous leadership and employees’ innovative behaviors. Practical implications This study provides a new perspective on dynamic and complementary ambidextrous leadership, thereby providing important practical implications for innovation management in public museums. Specifically, leaders should apply ambidextrous leadership behaviors in their daily operations to develop an organizational climate for innovation and facilitate employees’ innovative behaviors. Originality/value This study is the first to explore the influence of ambidextrous leadership in a museum. In addition, it examines the mediating effect of organizational climate for innovation to explain the effect of ambidextrous leadership on employees’ innovative behaviors. The findings provide valuable insights for both researchers and managers of public and private entities.
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Popaitoon, Patchara, Sirikul Cheewakoset, and Pasu Decharin. "Flexibility-oriented Human Resource Management System and Employee Ambidexterity: A Moderating Role of Psychological Capital." International Journal of Business Excellence 1, no. 1 (2022): 1. http://dx.doi.org/10.1504/ijbex.2022.10050300.
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Bhattacharjee, Shrabani, Jyoti Verma, and Ranjani Kumari. "Convergence of Leadership Styles and Organizational Ambidexterity in the perspective of Employee Engagement: A Proposed Framework." International Journal of Business Competition and Growth 7, no. 1 (2021): 1. http://dx.doi.org/10.1504/ijbcg.2021.10038252.
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Verma, Jyoti, Shrabani B. Bhattacherjee, and Ranjani Kumari. "Convergence of leadership styles and organisational ambidexterity in the perspective of employee engagement: a proposed framework." International Journal of Business Competition and Growth 7, no. 3 (2021): 262. http://dx.doi.org/10.1504/ijbcg.2021.116269.
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Caniëls, Marjolein C. J., and Monique Veld. "Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need?" International Journal of Human Resource Management 30, no. 4 (August 31, 2016): 565–85. http://dx.doi.org/10.1080/09585192.2016.1216881.
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Shamim, Saqib, Jing Zeng, Umair Shafi Choksy, and Syed Muhammad Shariq. "Connecting big data management capabilities with employee ambidexterity in Chinese multinational enterprises through the mediation of big data value creation at the employee level." International Business Review 29, no. 6 (December 2020): 101604. http://dx.doi.org/10.1016/j.ibusrev.2019.101604.
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Abd Kadir, Muhamad Fadzly. "Task Performance and Adaptive Performance Among Logistician: A Conceptual Perspective on the Individual Factors and the Situational Factors." International Journal of Business and Management 3, no. 3 (June 25, 2019): 16–25. http://dx.doi.org/10.26666/rmp.ijbm.2019.3.3.
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The purpose of this paper is to propose a conceptual framework on the individual factors, situational factor and individual work performance of logistician working at the Royal Service Corps in the Malaysian Army. The current paper is intended to examine the relationship between individual and situational factors and their impact on individual work performance. Moreover, individual factors which are “openness to experience and social intelligence” and a situational factor which is “workplace relationship” have been used as independent variables. Individual ambidexterity acts as a mediating variable, while the extent of change acts as a moderating factor. The dependent variables in this study are individual work performance focusing on the dimensions of the task and adaptive performance. Theory of Work Performance and the Burke-Litwin Model are used to define concepts and explain the phenomena. It is assumed to form a significant relationship between employee capacity, willingness and opportunity towards performance and organisational environments are perceived and interpreted by their employees. Findings from this study have implication for the selection process, mixture and redeployment of personnel; training and competency development; and overall organisation improvement.
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Kao, Ya-Ling, and Ching-Fu Chen. "Antecedents, consequences and moderators of ambidextrous behaviours among frontline employees." Management Decision 54, no. 8 (September 19, 2016): 1846–60. http://dx.doi.org/10.1108/md-05-2015-0187.
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Purpose The demand for efficient and flexible workers is growing in the service industry, with the promise of enhanced revenue generation and customer retention. The purpose of this paper is to investigate the antecedents (i.e. intrinsic motivation (IM)) and consequences (i.e. service performance (SP)) of front line employees’ ambidextrous behaviours, as well as the moderating roles of a proactive personality (PP), emotional intelligence (EI) and extrinsic reward (ER) in the IM-individual ambidexterity (IA) relationship. Design/methodology/approach A self-administered questionnaire was designed to collect empirical data from 205 flight attendants working at a Taiwanese airline company. Hierarchical regression analysis is used to test the proposed relationships and estimate factor affecting employees’ SP. Findings The results confirm that IM is positively related to ambidextrous behaviour, which in turn improves SP. EI positively moderates the relationship between IM and IA, while a PP and ER negatively moderate it. Practical implications This paper entails useful implications for service providers to better understand front line employees’ ambidextrous behaviours and determine effective recruitment and reward management strategies that reflect the differing employee characteristic. Originality/value This study addresses the important issue of ambidextrous behaviours in a service-oriented context by examining whether and how PP, EI and ER moderate the relationships among IM, IA and SP.
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Schnellbächer, Benedikt, Sven Heidenreich, and Andreas Wald. "Antecedents and effects of individual ambidexterity – A cross-level investigation of exploration and exploitation activities at the employee level." European Management Journal 37, no. 4 (August 2019): 442–54. http://dx.doi.org/10.1016/j.emj.2019.02.002.
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Rao-Nicholson, Rekha, Zaheer Khan, Pervaiz Akhtar, and Hemant Merchant. "The impact of leadership on organizational ambidexterity and employee psychological safety in the global acquisitions of emerging market multinationals." International Journal of Human Resource Management 27, no. 20 (July 6, 2016): 2461–87. http://dx.doi.org/10.1080/09585192.2016.1204557.
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Kjellström, Sofia, Kristina Areskoug Josefsson, Anna Fabisch, Charlotte Forsberg, Thomas Schneider, and Gunilla Avby. "Fostering exploration and exploitation behavior in management teams to enhance organizational performance: the LearnOvation leadership development program." Leadership & Organization Development Journal 43, no. 3 (April 4, 2022): 482–500. http://dx.doi.org/10.1108/lodj-04-2021-0162.
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PurposeThe purpose of this paper is to assess the impact and effectiveness of the LearnOvation leadership development program in the welfare services sector in Sweden.Design/methodology/approachLearnOvation was based on ambidexterity theory for the program content and the research study design. A mixed-method design was applied, using questionnaires among staff (n = 523) and written evaluations with the management teams (n = 60).FindingsQuantitative analysis of the questionnaires indicated little change in managers' and staffs' innovation behaviors, though employee exploration behaviors were strongly and positively correlated with their innovation behaviors. Qualitative leader-written evaluations reported increased understanding of innovation management and the use of exploration and exploitation activities to involve staff in the implementation of creative ideas within the organization.Practical implicationsThe authors argue that innovating is about creating a fertile ground for exploration and exploitation processes of learning that support staff's willingness to meet goals, as well as their capability to explore new ideas and experiment in new ways of working. Leadership development activities that engage the entire management team can build the necessary capacity and power to lead innovation processes in highly structured welfare services and free the employees' innovativeness, potentially leading to improved services and employee satisfaction.Originality/valueWith the goal of enhancing the innovation capacity in daily practice, this study adds to the scarcity of research in welfare services on how to actually support management's work on leading successful implementation of creative ideas.
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Sok, Phyra, and Aron O'Cass. "Achieving service quality through service innovation exploration – exploitation: the critical role of employee empowerment and slack resources." Journal of Services Marketing 29, no. 2 (April 13, 2015): 137–49. http://dx.doi.org/10.1108/jsm-03-2014-0085.
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Purpose – This paper aims to investigate the effects of service innovation exploration – exploitation on financial performance through the delivery of quality services. Additional emphasis is also given to examining the extent to which employee empowerment and slack resources enhance or suppress the performance benefits of service firms engaging in service innovation exploration versus exploitation. Design/methodology/approach – Data were drawn from a multi-informant survey of service firms using a drop-and-collect approach. The survey gathered data from managers, customer service employees and customers to test the hypotheses. Findings – The results show that excelling at both exploitative and exploratory innovation helps enhance the quality of services, which, in turn, yield superior financial performance. Further, empowering employees enhances the relationship between exploratory and exploitative service innovation and service quality. We also show that the extent managers’ perceived their market to be competitive influences in the pursuit of high levels of both service innovation exploration and exploitation and that this relationship is impacted by the extent they believe they have available slack resources. Practical implications – The findings suggest that service firms need to pursue both exploitation and exploration at high levels simultaneously and empower their employees to stay ahead of competitors in delivering quality services, which ultimately contributes to the achievement of superior financial outcomes. Also, the findings highlight the importance of employee empowerment, market competitiveness and slack resources in the pursuit of high levels of both service innovation exploration and exploitation. Originality/value – These findings and our theory indicate that this study is the first to empirically examine organizational ambidexterity in the context of service innovation exploration – exploitation adopting the principles of combined and balanced innovation. The study provides insights into the critical role of customers’ perceptions of service quality in contributing to firms’ financial performance. Our insights are unique in that the study incorporates managers, employees and customers in an integrated service innovation model.
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Caniëls, Marjolein C. J., and Marcel F. van Assen. "How motivational orientations are related to ambidexterity." Kybernetes 48, no. 10 (November 4, 2019): 2177–89. http://dx.doi.org/10.1108/k-10-2018-0584.
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PurposeWhereas many studies address ambidexterity at the organizational level, much less is known about individual level ambidexterity. Moreover, there is a lack of thorough understanding of how motivational orientations are related to individual level ambidexterity. Yet, it is crucial to have an understanding of what motivates employees who perform explorative and exploitative activities. This study aims to empirically test the link between the constellation of motivational orientations of employees and their ambidexterity.Design/methodology/approachThe authors use polynomial regression analysis and surface response analysis to analyze data from 103 employees employed in one Dutch organization. Polynomial regressions allow for analyzing linear and nonlinear direct and interactive effects between different motivational orientations in relation to individual level ambidexterity.FindingsFor individual ambidexterity, it is important to have an assessment orientation that is balanced with a locomotion orientation. Alternatively, people high on only locomotion orientation or only assessment orientation are also ambidextrous.Originality/valueInsights into the motivational orientation of employees in relation to ambidexterity help to advance the theoretical understanding of how employees may enhance their individual ambidexterity.
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Gurkov, Igor, Evgeny Morgunov, and Zokirzhon Saidov. "Robustness and flexibility of human resource management practices." Employee Relations 39, no. 5 (August 7, 2017): 594–625. http://dx.doi.org/10.1108/er-07-2016-0138.
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Purpose The purpose of this paper is to retrace the sources of robustness of the operations of Russian manufacturing subsidiaries of western multinational corporation (MNC) during the downturn, from the point of view of applied human resource management (HRM) practices. Design/methodology/approach A repeated survey of heads of Russian manufacturing plants of western MNCs was implemented. The same respondents aswered the similar questions in 2014 and in 2016. Findings The current evolution of HRM arrangements in the Russian manufacturing subsidiaries of MNCs can be explained by an attempt for ambidexterity. On the one hand, managers of the Russian manufacturing subsidiaries of MNCs attempt to prevent employee alienation. Thus, they retain permanent contracts and preserve guarantees of home-take pay. On the other hand, there is the elimination of several social benefits. In the author’s opinion, the cost-minimization approach has been used excessively. The authors speculate that the system of social benefits will need to be adjusted again to transform the system from one that is “crisis-proof” to one that is “stagnation adapted.” Originality/value The findings provide a basis for a broader discussion on mutation of HRM systems in manufacturing subsidiaries of MNCs facing deteriorating market conditions.
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Shehadeh, Hazem Khaled, and Mohammed Abed Hussein Al Taee. "Organizational Ambidexterity and Its Impact on Organizational Citizenship Behavior: A Case Study in Islamic International Arab Bank in Amman City-Jordan." Academic Journal of Interdisciplinary Studies 11, no. 4 (July 5, 2022): 270. http://dx.doi.org/10.36941/ajis-2022-0115.
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Organizational Citizenship Behavior (OCB) is one of the most significant topics, because of its great impact on the success of organizations. Organizational Ambidexterity (OA) refers to the ability of organizations to explore new ideas that meet different needs and trends of beneficiaries. Consequently, this research aims to find out organizational ambidexterity's impact on organizational citizenship behavior among employees in Islamic international Arab Bank, Amman – Jordan Branch. The comprehensive survey includes 190 employees. About (38) questionnaires were unanswered and not returned, which represents (20%) of all questionnaires. (152) respondents answered the questionnaire. Results indicated that there is a statistical impact of Organizational Ambidexterity (exploration, exploitation, and flexible organizational structure) on Organizational citizenship behavior among employees in the Islamic International Arab Bank in Amman (IIAB). In light of the results, a set of recommendations were formulated. The study likewise recommended that the capacity of a bank to effectively exploit its present activities and explore new opportunities should be strengthened by adapting existing organizational skills and resources, merging and reconfiguring them, and at the same time developing new capabilities. In addition to, designing specific instruments that allow banks to accomplish separate subunits successfully, especially for many activities: "exploration and exploitation".
Received: 25 March 2022 / Accepted: 13 June 2022 / Published: 5 July 2022
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Faia, Valter da Silva, and Valter Afonso Vieira. "Generating sales while providing service." International Journal of Bank Marketing 35, no. 3 (May 15, 2017): 447–71. http://dx.doi.org/10.1108/ijbm-07-2016-0094.
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Purpose The purpose of this paper is to extend the previous regulatory focus and sales force control literature suggesting that organizational control system not only moderates but also mediates the interactive effect of the assessment × locomotion on salesperson ambidextrous behavior. Organizational control system, which has behavior and outcome dimensions, moderates the effects of employee regulatory focus on their ambidextrous behavior, sales performance, and satisfaction. Design/methodology/approach The authors conducted a survey with 163 bank frontline employees (FLEs) who sell financial products to final consumers. Each respondent was approached by a professional interviewer who presented the questionnaire and collected the answers. These respondents are FLEs, who are the ones that sell financial services and are responsible for post-sales services, such as answering customer questions and account problems. In the sample, FLEs are the primary source of revenue generation and services activities (ambidextrous features) in banking sector, similar to Bailey et al. (2016). Findings First, the moderating and mediation analysis showed that the interactive effect of both regulatory focus, locomotion and assessment, predicts FLE ambidextrous behavior. Second, this interaction effect suffers a three-way interaction under organizational control system. Third, organizational control system also moderates the impact of ambidextrous behavior on performance, such that outcome-based control system amplifies the relationship. Fourth, the authors found a conditional indirect effect, in such ambidextrous behavior, mediates the indirect effect of control system on sales performance, generating stronger (vs weaker) results under an outcome-based control system (vs behavior-based control system). Research limitations/implications Since this study adopts the cross-sectional research design, the authors could not empirically demonstrate the causality of the relationships among constructs. The authors also analyzed the organizational control system from the FLEs perspective and not from the supervisors/managers perspective, who daily control employees activities. Originality/value The authors propose a conditioning indirect mediating impact of control system on performance and consumer satisfaction through ambidextrous behavior and explore the regulatory focus-ambidexterity-performance moderating chain, theorizing that this sequence depends on the level of control system.
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Hölzl, Lukas, Stefan Berger, and Heike Bruch. "Synergistic partners: How HRM and leadership climate shape employees’ ambidextrous behavior." Die Unternehmung 76, no. 4 (2022): 472–91. http://dx.doi.org/10.5771/0042-059x-2022-4-472.
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Recent advancements in ambidexterity research suggest that HRM plays a vital role in shaping contextual ambidexterity. Building on social information processing theory, the present study extends this literature by putting the spotlight on two fundamental, yet often implicit assumptions of contextual ambidexterity. First, we examine how HRM practices that are specifically designed to promote ambidextrous cues (i.e., ambidexterity-oriented HRM [A-HRM] practices) are related to contextual ambidexterity. Second, we address the premise that such HRM practices actually affect all employees in an organization. In addition, we introduce transformational leadership (TFL) climate as a critical boundary condition that helps to translate paradoxical signals of A-HRM practices to the employees. We tested these relationships in a multi-source sample of 16,740 employees from 94 organizations and found support for the proposed interaction effect of A-HRM and TFL climate on employees’ ambidextrous behavior and, in turn, organizational performance (i.e., indirect effects). Our study contributes to a better understanding of creating contextual ambidexterity and the important role of leaders in the implementation of A-HRM practices.
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Chang, Yi-Ying. "High-performance work systems, joint impact of transformational leadership, an empowerment climate and organizational ambidexterity." Journal of Organizational Change Management 29, no. 3 (May 9, 2016): 424–44. http://dx.doi.org/10.1108/jocm-09-2015-0150.
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Purpose – The purpose of this paper is to test a multilevel model, supported by an ambidexterity perspective, to examine the process linking high-performance work systems (HPWS) and organizational ambidexterity using both unit- and firm-level analyses. Design/methodology/approach – The author collected multisource and multilevel data from 346 employees and 184 managers of 33 electronic engineering firms. Findings – The results revealed that unit HPWS were positively related to unit organizational ambidexterity. The author considers that the role of firm-level transformational leadership (TFL) is to create a climate of autonomy that can be delegated to promote organizational ambidexterity within units. Furthermore, a firm-level empowerment climate moderates the effect of unit-level HPWS on a unit’s organizational ambidexterity. The author contributes to the research on leadership and ambidexterity by revealing the impact of HPWS as experienced in the unit- and of firm-level TFL. The author also identify boundary conditions for pursuing unit organizational ambidexterity. Originality/value – Responding to the call for more research into the effects of the empowerment climate on employees’ behaviors and the behavioral outcomes of employees, this research reveals that not only is the macro perspective of HPWS at the organizational level useful to promote ambidextrous activities at lower levels, but also that the unit experience of HPWS more directly affects employees’ behaviors in engaging in the search for new opportunities for new products/services and refining current products simultaneously at the unit level. The broader implication is that the effectiveness of HPWS as an antecedent for organizational ambidexterity (Gibson and Birkinshaw, 2004; Kang and Snell, 2009) depends on the unit experience of HPWS being used to influence autonomous employees to actively undertake ambidextrous activities at the unit level.
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Bahar, Gul, and Shazia Akhtar. "Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration." Global Social Sciences Review V, no. II (June 30, 2020): 94–105. http://dx.doi.org/10.31703/gssr.2020(v-ii).09.
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The aim of this study was to empirically validate the impact of ability-enhancing HR bundles on organizational ambidexterity through mediation of employees cognitive factors and employees exploration and exploitation. The multi-level data was collected from 600 employees of the software companies and analyzed through MEDTHREE analysis and SEM using AMOS software. Data was collected in two-time waves and results revealed positive relationship between ability-enhancing HR bundles and organizational ambidexterity. This study contributes to literature by providing new insights and by investigating links of ability-enhancing HR bundles with organizational ambidexterity directly and indirectly.
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Yu, Ting, Paul Patterson, and Ko de Ruyter. "Converting service encounters into cross-selling opportunities." European Journal of Marketing 49, no. 3/4 (April 13, 2015): 491–511. http://dx.doi.org/10.1108/ejm-10-2013-0549.
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Purpose – This paper aims to examine how the motivation and ability of individual employees to sell influences their units’ capability to align their service delivery with sales in a way that satisfies customers. It also addresses the potential influence of employees’ confidence in their supervisor’s ability to sell, such that they predict a joint influence of personal and proxy agency. Design/methodology/approach – This study uses hierarchical linear modeling to address the research issues. Findings – Employees’ learning orientation has a positive influence on service-sales ambidexterity, but the impact of a performance-avoidance goal orientation is negative, and a performance-prove orientation has no influence. Proxy efficacy enhances the positive impact of learning orientations due to the manager’s ability to lead by example, facilitate knowledge sharing and provide advice. However, it attenuates the impact of self-efficacy on service-sales ambidexterity, because skilled supervisors tend to take over and eliminate opportunities for employees to build their own skills. It also confirms the positive influence of service-sales ambidexterity on branch performance. Originality/value – To examine the emerging service-sales ambidexterity issues raised in frontline service units, this study adopts a motivation and capability paradigm. It is among the first studies to address service-sales ambidexterity issues by considering both individual and branch contextual factors.
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Kassotaki, Olga. "Review of Organizational Ambidexterity Research." SAGE Open 12, no. 1 (January 2022): 215824402210821. http://dx.doi.org/10.1177/21582440221082127.
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The main objective of this research is to investigate how organizational ambidexterity can be achieved at a modern organization. A concise review of key studies conducted until today consolidates the state of academic research on the subject of organizational ambidexterity, as the ambidexterity concept has been gaining increased attention from scholars. The systematic search of the literature published since 1991, composed of 122 articles, has revealed various research perspectives with respect to organizational ambidexterity. The research tools that have been employed were the systematic data collection processes, qualitative data analysis techniques, and data synthesis of the selected research output. The results of this review have shown that researchers have been studying ambidexterity from various angles and in various literature streams. They have been focusing on multiple external and internal organizational factors that affect ambidexterity and have been analyzing these moderators in terms of performance metrics and degree of their influence on ambidexterity. This study concludes with future research directions and propositions on the subject of organizational ambidexterity.
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Cegarra-Navarro, Juan-Gabriel, Daniel Jiménez-Jiménez, Alexeis García-Pérez, and Manlio Del Giudice. "Building affective commitment in a financial institution through an ambidexterity context." European Business Review 30, no. 1 (January 8, 2018): 2–25. http://dx.doi.org/10.1108/ebr-07-2016-0093.
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Purpose Ambidexterity refers to the tension between two different business models within the same organisation. This paper examines the significance of individuals’ knowledge exploration and exploitation activities in an organisation’s ambidexterity context, along with how they affect the creation of an affective commitment in the workforce. The study then investigates how an organisation’s ambidexterity vision contributes to employees’ affective commitment to learning. Design/methodology/approach These relationships are examined through an empirical investigation of 219 employees in the financial sector, using structural equation modelling validated by factor analysis. Findings The results indicate that for a firm to successfully achieve ambidexterity, its managers need to explicitly work to nurture a context where explorative and exploitative activities take place simultaneously. Another relevant contribution of this study has been addressing the impact that explorative and exploitative activities may have on affective commitment. The results suggest that while the effect of the ambidexterity context on the affective commitment by way of explorative activities is statistically insignificant, the effects of exploitative activities on affective commitment are statistically significant. Originality/value While the extant literature provides useful insights into the relationship between contextual ambidexterity and organisational performance, the relationship between ambidexterity and affective commitment has been less researched. This study has shown that an ambidexterity context is a key component in the process of combining knowledge structures in ways which are appropriate for both exploring value of that knowledge for the company and being effective in exploiting its memory.
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Scheepers, Caren Brenda, and Christiaan Philippus Storm. "Authentic leadership’s influence on ambidexterity with mediators in the South African context." European Business Review 31, no. 3 (May 13, 2019): 352–78. http://dx.doi.org/10.1108/ebr-11-2017-0207.
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Purpose The purpose of this paper is to investigate the influence of a positive form of leadership, particularly authentic leadership, on ambidexterity, as ambidexterity has shown to improve financial performance. What is less clear, however, is how to create the organisational context towards ambidexterity or balanced exploitative and explorative innovation. This study set out to fill that gap in researching the direct influence of authentic leadership as well as indirect effect through innovation climate on ambidexterity. Design/methodology/approach A quantitative research approach was followed, with an online survey to employees in South African organisations. There were 733 useable questionnaires. Structural equation modelling was used to test proposed hypotheses of direct, indirect and moderation effects. Findings The results revealed that authentic leadership has a significant and positive direct effect on ambidexterity and a significant indirect effect through an innovation climate. Environmental dynamism lessened the regression weight of the relationship between authentic leadership and ambidexterity. Research limitations/implications The data collected were cross-sectional and respondents were South African employees; therefore, caution should be exercised when generalising the results to other organisations in a broader African context. Practical implications Understanding that both authentic leadership and innovation climate are required to significantly influence ambidexterity allows organisations to direct their leadership selection and development. Originality/value The main contribution of this research lies in clarifying the influence of authentic leadership on ambidexterity in the South African context.
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Tempelaar, Michiel P., and Nicole A. Rosenkranz. "Switching Hats: The Effect of Role Transition on Individual Ambidexterity." Journal of Management 45, no. 4 (June 22, 2017): 1517–39. http://dx.doi.org/10.1177/0149206317714312.
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This article contributes to the growing body of research that focuses on the microfoundations of organizational ambidexterity, that is, understanding what enables individuals to address the exploitation-exploration dilemma. One central challenge generated by ambidexterity is the multiplicity and divergence of organizational roles, to which individuals need to cater when exploiting and exploring. Specifically, we point to the relevance of how individuals identify with and enact this multiplicity of role demands. Following identity theory, we apply the logic of role integration and role segmentation, a foundational classification of how individuals cognitively manage role multiplicity. Further, as different role domains often require the interaction with other organizational functions, we test for the moderating effect of cross-functional coordination on the relationship between role segmentation and individual ambidexterity. Based on data from 120 global account managers employed by multinationals with an average size of 73,348 employees, our results indicate that role segmentation negatively influences an individual’s ability to behave ambidextrously. Interestingly, though, when operating in cross-functional teams, the impact of role segmentation becomes positive. We conclude by highlighting the scope and significance of these findings for theory, managerial practice, and future research.
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Sun, Xiuxia, Fangwei Zhu, Mouxuan Sun, Ralf Müller, and Miao Yu. "Facilitating Efficiency and Flexibility Ambidexterity in Project-Based Organizations: An Exploratory Study of Organizational Antecedents." Project Management Journal 51, no. 5 (April 7, 2020): 556–72. http://dx.doi.org/10.1177/8756972820912562.
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Through an exploratory multiple-case study in the context of project-based organizations in China, this study aims to identify the antecedents that facilitate three prevalent types of ambidexterity, namely, structural, sequential, and contextual ambidexterity. To understand and theorize on this phenomenon, seven case studies with 76 qualitative interviews were held. The results show that unpredictable and changing environments set the enabling context for ambidexterity, whereas design choices involving dimensions of structure, processes, empowerment, rewards, and human resource policies serve as structural antecedents. The managers and employees who respectively behave in supportive and initiative ways ultimately trigger different types of ambidexterity.
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Josserand, Emmanuel, Achim Schmitt, and Stefano Borzillo. "Balancing present needs and future options: how employees leverage social networks with clients." Journal of Business Strategy 38, no. 1 (January 16, 2017): 14–21. http://dx.doi.org/10.1108/jbs-01-2016-0003.
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Purpose This paper aims to analyze how business units can use their employees’ external social capital to explore and exploit the resources available in their environment. Based on multiple interviews with the employees of the global commodity firm Gamma Chemical (around 50,000 employees), the research aims at gaining an understanding of the contextual conditions required to successfully build and leverage individuals’ external social client network ties for business unit ambidexterity. Design/methodology/approach The authors conducted a single-case study at Gamma Chemical that entailed 33 semi-directive interviews, each of which lasted 1-4 h, at different organizational levels (ranging from top-level management to production workers). We had access to three regional business units. The interviews addressed the links between the individuals in the business units and external actors. The authors also collected information about the company’s strategic objectives, the local competitive environment and work organization. Open-ended questions were used to allow the interviewees to freely relate anecdotes about their own network development. In particular, the authors asked the respondents to identify business contacts with whom they interacted privately and to describe the relationships. Findings The research findings are two-fold. First, and contrary to prior studies, the authors find that individuals’ social capital contributes to both exploration and exploitation at the business unit level. Second, developing and leveraging individuals’ external social capital requires a specific organizational context at the business unit level that allows employees to develop and nurture their personal business relationships with clients. Research limitations/implications The study is limited by the scope of the sample (a study of one large multinational firm). Further research conducted in similar contexts may therefore be useful for comparability purposes and to generalize the results. Practical implications Several practical recommendations describe how managers can effectively make use of their employees’ social connections with clients. In particular, the results suggest that managers should seek business unit flexibility on the basis of team-based structures, an autonomous leadership style and by actively creating a degree of critical social network tie redundancy, encouraging a shared network culture. These three specific conditions allow employees’ personal client networks to not only flourish but also contribute to business unit ambidexterity. Originality/value Prior social capital studies have analyzed intra-firm and inter-firm relationships in terms of contributing to firm ambidexterity. However, these findings have often been difficult to translate into specific organizational levels. Given business units’ critical role in identifying and implementing business opportunities for a firm, the authors focus on the micro-foundations of exploratory and exploitative learning by using a social capital perspective to explore the link between employees’ private external social relationships with clients and business unit ambidexterity. In this way, we contribute to the social capital literature and research on business unit ambidexterity and to extant contextual ambidexterity research by specifying the conditions that help firms develop and leverage their employees’ own external social capital for exploration and exploitation.
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Choi, Hyung-Min, and Daniel Kessler. "Airline Cabin Crew Members’ Ambidexterity as the Sustainable Attitude for Prosocial Passenger Service." Sustainability 15, no. 1 (December 23, 2022): 242. http://dx.doi.org/10.3390/su15010242.
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The current study aims to explore the intrinsic and extrinsic motivators for cabin crew members’ ambidexterity and to investigate the influence of ambidexterity on prosocial service behavior. The authors employed PLS-SEM to examine the model, using 428 valid samples from cabin crew members, their pursers, and managers working for airlines in South Korea. The study found that challenge, empowerment, and learning goal orientation, among the four dimensions of the intrinsic motivators, have positive and significant influences on cabin crew members’ ambidexterity. The findings also demonstrate that only service climate, among the three extrinsic motivators studied, is associated with ambidexterity. Moreover, the findings reveal a strong relationship between cabin crew members’ ambidexterity and prosocial service behaviors. Based on the findings, the authors addressed theoretical and practical implications related to sustainability literature and the industry.
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Gulbahar and Dr Shazia Akhtar. "The Impact of Ability-Enhancing Human Resource Practices on Employees’ Ambidexterity: A Mediation of Cognitive Factors." International Journal of Psychosocial Rehabilitation 24, no. 02 (February 12, 2020): 1854–68. http://dx.doi.org/10.37200/ijpr/v24i2/pr200487.
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