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Article
Publication date: 7 February 2020

Chen Yang and Fu Yang

The current study examines the relation of guanxi human resource management (HRM) practices with subjective evaluations of creative performance by direct supervisors, as…

Abstract

Purpose

The current study examines the relation of guanxi human resource management (HRM) practices with subjective evaluations of creative performance by direct supervisors, as well as conceptualizes the employee ambidextrous behavior as a mediator, and social comparison orientation and leader–member exchange (LMX) as moderators for understanding the relation.

Design/methodology/approach

Survey data were collected from 211 employee–supervisor dyads in China. Hierarchical regression analyses, Preacher and Hayes’ (2008) indirect effects PROCESS macro, and Preacher et al.'s (2007) moderated mediation analysis approach were conducted to test the hypothesized relationships.

Findings

Guanxi HRM practices were negatively associated with employee creative performance, mediated by the employee ambidextrous behavior. The authors also found that social comparison orientation showed a strong moderating effect, such that it amplified the indirect relationship between guanxi HRM practices and employee creative performance via ambidextrous behavior. In contrast, LMX showed a weak moderating effect, such that it attenuated this indirect relationship.

Originality/value

This study provides evidence that the extent to which employee ambidextrous behavior mediates the relationship between guanxi HRM practices and creative performance depends on LMX and social comparison orientation. It represents a promising new direction for the guanxi HRM practices and creative performance literatures.

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Article
Publication date: 28 April 2020

Ching-Wen Kung, Jin Feng Uen and Shou-Chi Lin

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…

Abstract

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.

Details

Chinese Management Studies, vol. 14 no. 4
Type: Research Article
ISSN: 1750-614X

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Article
Publication date: 8 May 2018

Tuan Trong Luu, Chris Rowley and Khai Cong Dinh

When public employees demonstrate ambidexterity in serving customers, through efficiently providing customers with current public services as well as exploring ways to…

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1031

Abstract

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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Article
Publication date: 15 May 2017

Valter da Silva Faia and Valter Afonso Vieira

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…

Abstract

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.

Details

International Journal of Bank Marketing, vol. 35 no. 3
Type: Research Article
ISSN: 0265-2323

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Article
Publication date: 8 July 2021

Ruiqian Jia, Wenan Hu and Shuwen LI

The purpose of this study is to examine the potential process through which leadership exerts impacts on organizational innovation. A thorough analysis was conducted by…

Abstract

Purpose

The purpose of this study is to examine the potential process through which leadership exerts impacts on organizational innovation. A thorough analysis was conducted by highlighting the contribution of ambidextrous leadership to organizational innovation.

Design/methodology/approach

Data were collected from companies located in mainland China. A total of 200 cases were included in the final sample. Hierarchical regression analysis was adopted to test the hypotheses in this study.

Findings

The results showed that exploitation knowledge search and exploration knowledge search partly mediated the relationship between ambidextrous leadership and organizational innovation, respectively. Strategic flexibility could positively moderate the relationship between exploitation knowledge search and organizational innovation and had no significant impacts on moderating the relationship between exploration knowledge search and organizational innovation.

Research limitations/implications

In this study, not only were managers provided with a sophisticated understanding of how and when ambidextrous leadership could influence organizational innovation but also concrete strategies were given for enhancing organizational innovation.

Originality/value

In this study, the interaction among ambidextrous leadership, knowledge search and organizational innovation were elucidated and the moderating impacts of strategic flexibility on the relationship between knowledge search and organizational innovation were explored. The findings of this study enriched the literature on leadership, knowledge management and innovation.

Details

Journal of Knowledge Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1367-3270

Keywords

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Article
Publication date: 11 March 2019

Tuan Trong Luu, Khai Dinh and David Qian

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role…

Abstract

Purpose

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” energy among employees. The purpose of this paper is to assess the role of ambidextrous leadership in fostering job crafting via entrepreneurial orientation. The paper also seeks an insight into how organizational social exchange moderates the effect of ambidextrous leadership on entrepreneurial orientation.

Design/methodology/approach

Research data were garnered from 427 supervisor–subordinate dyads from software companies in the Vietnamese business context.

Findings

Research findings corroborated the positive relationship between ambidextrous leadership and entrepreneurial orientation, which is positively associated with job crafting. Research results also provided evidence for the mediation role of entrepreneurial orientation for the positive link between ambidextrous leadership and job crafting, as well as for the moderation role of organizational social exchange for the effect of ambidextrous leadership on entrepreneurial orientation.

Originality/value

Research findings have extended ambidexterity theory of leadership by identifying job crafting as an outcome of ambidextrous leadership and entrepreneurial orientation as a mediator for this relationship.

Details

European Business Review, vol. 31 no. 2
Type: Research Article
ISSN: 0955-534X

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Article
Publication date: 31 August 2021

Anushree Karani, Mitesh Jayswal, Rasananda Panda and Payal Trivedi

Healthcare is a vital sector in any economy, and the healthcare industry employees should be treated well. Work policies and practices shape the psychological contract…

Abstract

Purpose

Healthcare is a vital sector in any economy, and the healthcare industry employees should be treated well. Work policies and practices shape the psychological contract (PC) of an individual. The purpose of this paper is to explore healthcare employees' PC fulfillment from the lenses of work practices and how it affects their ambidextrous behavior (explorative and exploitative activities).

Design/methodology/approach

This study follows a mix-method research design. First, the authors conducted telephonic interviews to enlist the PC fulfillment items, and after checking the reliability and validity, the authors conducted the survey using a descriptive research design. The sampling method was snowball sampling, where 786 respondents from 6 hospitals were surveyed, and AMOS (analysis of a moment structures) 20 was used for the structural equation modeling (SEM).

Findings

For the healthcare sector employees, a sense of belongingness has contributed the highest in exploration activities followed by work–life balance, rewards and managerial support. Work–life balance has contributed highest in exploitation activities, followed by a sense of belongingness, teamwork and managerial support.

Research limitations/implications

The study offers important implications for researchers and employers of the healthcare sector and highlights the significance of the PC fulfillment, leading to the employees' ambidextrous behavior. There was no prior work that had empirically proved the relationship between PC fulfillment and ambidextrous behavior.

Originality/value

In the study, an attempt was made to identify the healthcare industry's work practices and how that is associated with explorative and exploitive ambidextrous behavior. The paper instigates the imperative deliberation on PC fulfillment and ambidextrous behavior for healthcare sector employees.

Details

International Journal of Sociology and Social Policy, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 0144-333X

Keywords

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Article
Publication date: 15 March 2019

Tuan Luu, Le Viet, Eryadi Masli and Diana Rajendran

The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational…

Abstract

Purpose

The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational citizenship behavior (customer-oriented OCB) and service recovery performance among tourism industry workers.

Design/methodology/approach

The authors collected data from participants working in tour companies based in Ho Chi Minh City, Vietnam. The associations among the constructs in the research model were tested through multilevel structural equation modeling.

Findings

Data analysis supported the positive links between CSR and customer-oriented OCB and service recovery performance. Customer-oriented job-crafting emerged as a mediator for such relationships. Ambidextrous leadership played a moderating role to attenuate the positive impacts of CSR on customer-oriented job crafting, customer-oriented OCB and service recovery performance.

Originality/value

The study extends the tourism management literature by linking CSR to customer-oriented OCB and service recovery performance among tourism employees via customer-oriented job crafting as a mediator and ambidextrous leadership as a moderator.

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Article
Publication date: 29 June 2021

Syed Arslan Haider, Muhammad Zubair, Shehnaz Tehseen, Shahid Iqbal and Mariam Sohail

Research on adopting leadership style like ambidextrous leadership to enhance employees' innovative work behavior (IWB) is in an initial stage. Moreover, employees need a…

Abstract

Purpose

Research on adopting leadership style like ambidextrous leadership to enhance employees' innovative work behavior (IWB) is in an initial stage. Moreover, employees need a high knowledge sharing attitude to show more IWB. The purpose of this study is to empirically test the impact of ambidextrous leadership on IWB with the mediating role of knowledge sharing and the moderating role of innovativeness as a project requirement (IAPR).

Design/methodology/approach

The simple random sampling technique was used to collect data from 542 employees of project-based construction companies operating in Pakistan. Smart partial least squares-structural equation modeling (Smart PLS SEM v.3.2.8) was used to test the hypotheses.

Findings

The result revealed that ambidextrous leadership has a significant and positive effect on knowledge sharing but negative effect on IWB at the workplace. Additionally, the mediating role of knowledge sharing has been tested and proved to be a potential mediator between ambidextrous leadership and IWB. Also, IAPR as moderator has a significant and positive effect on knowledge sharing and IWB.

Practical implications

The managers need to develop an ambidexterity-oriented strategy and communicate this strategy across the members of the whole organization. These processes can be facilitated by ambidextrous leaders with complex behavioral repertoires and specific constellations and characteristics of top management teams.

Originality/value

The relationship between ambidextrous leadership and IWB is the new contribution through the mediating of knowledge sharing between AL and IWB also moderation role IWB between knowledge sharing and IWB.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

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Article
Publication date: 6 February 2017

Tuan Luu

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” force throughout the organization in proactive response to market…

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1133

Abstract

Purpose

The interaction between opening and closing behaviors of ambidextrous leadership produces “change” force throughout the organization in proactive response to market forces. This research aims to assess the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and market responsiveness. The research also seeks an insight into how external supply chain integration moderates the positive effect of EO on market responsiveness.

Design/methodology/approach

Research data were collected from 327 meso-level managers and 517 subordinates from chemical manufacturing companies in the Vietnam business context.

Findings

Research findings shed light on the positive effect of ambidextrous leadership on EO, which in turn contributes to market responsiveness. The moderation role that external supply chain integration plays on the EO–market responsiveness linkage was also grounded on the data set.

Originality/value

Through the identification of the predictive roles of ambidextrous leadership and EO for market responsiveness, the current research indicates the convergence between leadership, EO and market responsiveness research streams.

Details

Journal of Business & Industrial Marketing, vol. 32 no. 1
Type: Research Article
ISSN: 0885-8624

Keywords

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