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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.

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.

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.

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.

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).

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).

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.

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.

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.

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).

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.

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.

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.

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.

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.

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

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.

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.

Shareholder heterogeneity reflects the interactive relationship between shareholder groups of different industries and ownership types. This paper aims to discuss the impact of shareholder heterogeneity on ambidextrous corporate innovation.

Combining questionnaire and database data, this study empirically analyzes the internal mechanisms of the impact of shareholder heterogeneity on ambidextrous corporate innovation.

The authors find that shareholder heterogeneity can promote ambidextrous corporate innovation and that board’s decision-making processes play an intermediary role. Specifically, shareholder industry-type heterogeneity promotes ambidextrous corporate innovation by improving procedural rationality in board’s decision-making process, and shareholder ownership-type heterogeneity promotes ambidextrous corporate innovation by improving political behavior in board’s decision-making process. The analysis of the impact degree shows that shareholder industry-type heterogeneity has a greater impact on exploitation innovation, while shareholder ownership-type heterogeneity has a greater impact on exploratory innovation. In addition, the research also shows that shareholder groups dominated by industry-type heterogeneity have an impact on corporate innovation by shaping an engaged board with higher procedural rationality and lower political behavior. Shareholder groups dominated by ownership-type heterogeneity have an impact on corporate innovation by shaping a contested board with higher political behavior and lower procedural rationality.

This study not only enriches the research on shareholder heterogeneity and corporate innovation in the context of transformation but also provides an analytical framework for research on board’s decision-making process.

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.

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.

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.

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.

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.

The purpose of this paper is to examine the antecedents of exploitative and explorative behaviours and to give valuable insight into the role of ambidextrous behaviours in developing creativity and innovativeness among owner-managers in SMEs.

A review of existing literature was carried out and drawing upon owner-managers, a survey using structured questionnaires was carried out with a total of 183 useful responses received. The proposed model was analysed using SmartPLS v2.3.7.

The empirical result suggests that behavioural complexity and organisational flexibility encourages exploitative and explorative behaviours, while ambidextrous behaviours encourage creativity and innovativeness. Rigidity, on the other hand, hinders the cultivation of ambidextrous behaviours.

The paper entails useful implication by demonstrating that flexibility enables owner-managers to reconcile competing demands and consequently, cultivate innovative outcomes. In this regard, business owner-managers must learn implicitly how to juggle these contradictory demands, suggesting an internal balancing mechanism independent of the organisational context and individual behavioural complexity. This paper suggests that cultivation of exploitative and explorative behaviours among owner-managers is useful in encouraging ambidextrous behaviours among SMEs.

The purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research also seeks an insight into the moderating role that organizational social capital (OSC) plays on the relationship between ambidextrous leadership and EO.

The responses to the questionnaire survey were collected from 427 managers from software companies in Vietnam business context.

The data analysis verified the positive effect of ambidextrous leadership on EO, which was positively moderated by OSC. The research results also shed light on the predictive role of EO for the organization’s operational performance.

This research contributes to literature through identifying the convergence of entrepreneurship and operations management research streams, and the moderation role of OSC for the ambidextrous leadership-EO relationship.

The purpose of this study is to examine the effect of the transformational and transactional leadership styles and its sub-dimensions on exploitative and exploratory innovations. The authors deepened the analysis by highlighting the contribution of ambidextrous leadership on ambidextrous innovation.

The conceptual model defined through a thorough review of the literature is tested empirically on a sample of 265 senior managers working in Tunisian knowledge-intensive firms (KIFs). A quantitative analysis is performed via a questionnaire. The analysis of the data collected is carried out using the partial least squares method.

Results show that exploratory innovation is linked to transformational leadership and in particular to individualized consideration, intellectual stimulation and inspirational motivation. Moreover, exploitative innovation is promoted by transformational and transactional leadership styles and particularly by attributed idealized influence and contingent rewards. Also, ambidextrous leadership affects positively ambidextrous innovation.

While little studies have investigated how the transformational and transactional leadership styles as constructs of second-order influence differently exploitative innovation and exploratory innovation, this research deepens the analysis by focusing on sub-dimensions of leadership styles that promote each type of innovation within KIFs. It also pioneers the investigation of the effect of ambidextrous leadership on ambidextrous innovation that has never been explored. This research provides important insights for leaders of KIFs and sheds the light on the key aspects of leadership that boost ambidextrous innovation.

The purpose of this paper is to report the first empirical test of the recently proposed ambidexterity theory of leadership for innovation (Rosing et al., 2011). This theory proposes that the interaction between two complementary leadership behaviors – opening and closing – predicts team innovation, such that team innovation is highest when both opening and closing leadership behaviors are high.

Multi-source survey data came from 33 team leaders of architectural and interior design firms and 90 of their employees.

Results supported the interaction hypothesis, even after controlling for leaders’ transformational leadership behavior and general team success.

The relatively small sample size and the cross-sectional design are potential limitations of the study. The findings provide initial support for the central hypothesis of the ambidexterity theory of leadership for innovation.

The results suggest that organizations could train team leaders’ ambidextrous leadership behaviors to increase team innovation.

Identifying ways to facilitate organizational innovation is important, as it contributes to employment and company growth as well as individual and societal well-being.

This multi-source study contributes to the literatures on leadership and innovation in organizations by showing that ambidextrous leadership behaviors predict team innovation above and beyond transformational leadership behavior.