Team learning capability – an instrument for innovation ambidexterity?
International Journal of Quality and Service Sciences
ISSN: 1756-669X
Article publication date: 27 November 2019
Issue publication date: 5 December 2019
Abstract
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.
Keywords
Acknowledgements
This paper forms part of a special section “QMOD-ICQSS Conference”.
Citation
Batt-Rawden, V.H., Lien, G. and Slåtten, T. (2019), "Team learning capability – an instrument for innovation ambidexterity?", International Journal of Quality and Service Sciences, Vol. 11 No. 4, pp. 473-486. https://doi.org/10.1108/IJQSS-02-2019-0026
Publisher
:Emerald Publishing Limited
Copyright © 2019, Emerald Publishing Limited