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Article
Publication date: 3 November 2022

Chaolin Lyu, Can Peng, Ruixue Li, Xiaona Yang and Dongqin Cao

The purpose of this study is to explore the relationship between ambidextrous leadership and sustainability performance. In addition, this study also discusses how ambidextrous

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Abstract

Purpose

The purpose of this study is to explore the relationship between ambidextrous leadership and sustainability performance. In addition, this study also discusses how ambidextrous leadership affects sustainability performance through employees' green creativity and green product innovation.

Design/methodology/approach

This study obtained research data from a questionnaire survey of 307 manufacturing enterprise leaders in China and used regression and bootstrap analysis to test the research hypotheses.

Findings

(1) Ambidextrous leadership positively influences sustainability performance. (2) Employees' green creativity mediates the relationship between ambidextrous leadership and sustainability performance. (3) Green product innovation also mediates the relationship between ambidextrous leadership and sustainability performance. (4) The intermediary chain constructed by employees' green creativity and green product innovation has serial mediation effects on the relationship between ambidextrous leadership and sustainability performance.

Originality/value

This study contributes to the literature on leadership and corporate sustainability by clarifying the relationship between ambidextrous leadership and sustainability performance. Meanwhile, this study reveals the influence mechanism of ambidextrous leadership on sustainability performance by analyzing the serial mediation effects of employees' green creativity and green product innovation.

Details

Leadership & Organization Development Journal, vol. 43 no. 8
Type: Research Article
ISSN: 0143-7739

Keywords

Open Access
Article
Publication date: 22 June 2021

Joshua Maine, Emilia Florin Samuelsson and Timur Uman

Drawing on paradox theory, this study explores how ambidextrous sustainability relates to organisational performance in hybrid organisations represented by Swedish municipal…

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Abstract

Purpose

Drawing on paradox theory, this study explores how ambidextrous sustainability relates to organisational performance in hybrid organisations represented by Swedish municipal housing corporations, and how this relationship is contingent on the organisational structure of these organisations.

Design/methodology/approach

The study relies on the data collected from Swedish municipal housing corporations. These data sources consist of a survey sent to the management team members in Swedish municipal housing corporations, financial and non-financial archival data on these corporations, interviews with the management team and board members, and observations of meetings involving the management team and board of directors at a Swedish municipal housing corporation. Quantitative data of the study were analysed using descriptive statistics, correlation analysis and linear multiple regression analysis. Qualitative data were analysed employing deductive thematic analysis and were used to illustrate and discuss the results of the quantitative analysis.

Findings

The quantitative findings show that ambidextrous sustainability, i.e. the alignment between an explorative orientation and an exploitative orientation towards sustainability, has a weakly positive relationship with financial performance and a positive relationship with social performance in hybrid organisations represented by Swedish municipal housing corporations. The study further shows that a high level of the structural element “connectedness” weakened the relationship between the ambidextrous sustainability and financial performance of the organisation in the study. In contrast, a lower level of connectedness reinforced and strengthened this relationship. Our qualitative material illustrates how the quantitative findings could be explained by the interaction between the board of directors and the management team of these hybrid organisations.

Originality/value

The study shows how ambidextrous sustainability, employed for conceptualisation of the sustainability strategy in hybrid organisations, represented by Swedish municipal housing corporations, can impact on facets of performance (i.e. financial, social and environmental) differently. The study further highlights the importance of organisational structures in these relationships in a hybrid context.

Details

Accounting, Auditing & Accountability Journal, vol. 35 no. 3
Type: Research Article
ISSN: 0951-3574

Keywords

Article
Publication date: 28 November 2022

Ray Qing Cao, Isaac Elking and Vicky Ching Gu

The purpose of this study is to examine how supply chain strategy affects a firm's sustainability performance and how the strength of that relationship is influenced by managerial…

Abstract

Purpose

The purpose of this study is to examine how supply chain strategy affects a firm's sustainability performance and how the strength of that relationship is influenced by managerial authentic leadership (AL) and its associated impact on interorganizational citizenship behavior (ICB).

Design/methodology/approach

Building on the intersection of three theories: organizational ambidexterity, AL and ICB, a mediated moderation model is developed and tested using structural equation modeling based on the responses from a cross-sectional survey administered by the authors.

Findings

The results reveal that an ambidextrous supply chain strategy is positively related to firm sustainability performance and this relationship is strengthened by AL. Furthermore, this study finds that this moderating relationship is partially mediated by ICB.

Originality/value

To the best of the authors’ knowledge, this paper is among the first to empirically test the effect of supply chain ambidexterity on sustainability performance by explicitly considering how leadership characteristics can both directly and indirectly affect the efficacy of this relationship. The findings complement existing literature by providing novel insights into the ability of firm supply chain strategy to affect sustainability performance.

Details

The International Journal of Logistics Management, vol. 34 no. 6
Type: Research Article
ISSN: 0957-4093

Keywords

Article
Publication date: 9 August 2023

Sanmugam Annamalah, Pradeep Paraman, Selim Ahmed, Thillai Raja Pertheban, Anbalagan Marimuthu, Kumara Rajah Venkatachalam and Ramayah T.

This study aims to analyse the resilience strategy utilized by small and medium-sized enterprises (SMEs), enabling these businesses to effectively adapt their operations in…

Abstract

Purpose

This study aims to analyse the resilience strategy utilized by small and medium-sized enterprises (SMEs), enabling these businesses to effectively adapt their operations in response to varying conditions by providing them with essential resources. SMEs operate in marketplaces that are both dynamic and frequently tumultuous. These markets provide SMEs with a variety of obstacles, including economic ups and downs, advances in technology, evolving customer tastes and new regulatory requirements. SMEs need to create a strategic strategy to survive and grow in such situations. This strategy ought to help strengthen their resiliency and make it possible for them to make the most of emerging opportunities while simultaneously lowering the dangers.

Design/methodology/approach

The questionnaires adopted and adapted from previous research served as the basis for gathering the data. The manufacturing industry was polled through the use of questionnaires. To test the hypothesis, the data were analysed using Smart PLS. Through the use of closed-ended questions directed to the proprietors, managers or senior executives of SMEs, data were collected from each and every institution in the sample. Following the examination of the data by means of descriptive analysis and the presentation of several scenarios using information relating to SMEs, the findings were presented.

Findings

The ambidextrous strategies that are used by SMEs have a propensity to offer a constructive contribution to SMEs. In this study, it was discovered that ambidexterity, which is defined as the capacity to both seek and capitalise on possibilities, has a significant bearing on the organisational effectiveness of SMEs. The results showed that ambidextrous strategies have a propensity to work as mediators in interactions involving proactive resilience tactics and performance.

Research limitations/implications

The research expands our understanding of how SMEs in the manufacturing sector may improve their performance by concentrating on growing their ambidextrous strategies.

Practical implications

This study provides a plausible explanation of two crucial management mechanisms for enhancing the sustainability of organisational effectiveness. The relationships between ambidextrous capabilities and firm effectiveness are malleable, and this study suggests that nurturing formal and informal relationships may be the key to SMEs' long-term sustainable performance. Improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and boosting their competitiveness in domestic and international markets are the practical contributions of this study.

Social implications

Our comprehension of monitoring, cooperation and innovation within social management was deepened as a result of these facts. In addition, the study conducted in the sector uncovered four essential connections that outline how managers should actively work towards lowering social risks, developing new possibilities and increasing business performance. These capacities and links, when taken as a whole, provide the foundation upon which an integrated framework and five research propositions are built.

Originality/value

This research offers a convincing explanation of fundamental management processes for enhancing the sustainability of organisational effectiveness. This research implies that developing formal and informal interactions may be the key to the sustainable performance of SMEs over the long run. The relationships between ambidextrous capabilities, methods and organisational effectiveness are flexible, and this study also suggests that these relationships may be shaped. The practical contributions made by this research include boosting the understanding and performance of supply chain systems for SMEs as well as the competitive power of these businesses in both local and international markets.

Details

Journal of Global Operations and Strategic Sourcing, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2398-5364

Keywords

Article
Publication date: 21 May 2021

Shuting Chen and Dengke Yu

The authors aim to measure the effects of ambidextrous innovation and its mix strategy on organizational obsolescence with the moderating roles of environmental turbulence.

Abstract

Purpose

The authors aim to measure the effects of ambidextrous innovation and its mix strategy on organizational obsolescence with the moderating roles of environmental turbulence.

Design/methodology/approach

Hierarchical regression analysis was used to test the hypotheses on the basis of the survey data of 198 firm employees in China.

Findings

Both exploratory and exploitative innovations significantly restrain organizational obsolescence. The complementary strategy of ambidextrous innovation is negatively correlated to organizational obsolescence, but the impact of balanced strategy is not significant. Environmental turbulence negatively moderates the relationship between exploratory innovation and organizational obsolescence, whereas it cannot moderate the effect of exploitative innovation.

Originality/value

The empirical and conceptual findings have important implications for organizations countering obsolescence through the construction of a mix strategy of ambidextrous innovation. This study enriches and extends obsolescence theory by introducing the joint mechanism of ambidextrous innovation and environmental turbulence.

Article
Publication date: 4 April 2017

Tove Brink

The purpose of this paper is to reveal how management of uncertainty can enable sustainability of complex projects.

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Abstract

Purpose

The purpose of this paper is to reveal how management of uncertainty can enable sustainability of complex projects.

Design/methodology/approach

The research was conducted from June 2014 to May 2015 using a qualitative deductive approach among operation and maintenance actors in offshore wind farms. The research contains a focus group interview with 11 companies, 20 individual interviews and a seminar presenting preliminary findings with 60 participants.

Findings

The findings reveal the need for management of uncertainty through two different paths. First, project management needs to frontload important issues, which results in the need to use resources much earlier than noted in the usual stage gate approach. Additionally, the base organisation needs the capacity to both explore and exploit important issues. In the summarisation of findings, a tool is developed for the two paths to join efforts.

Research limitations/implications

Further research is needed to reveal the generalisability of the findings in other complex project contexts containing “unknown unknowns”.

Practical implications

The research leads to the development of a tool for uncertainty management for sustainability of complex projects, which is termed “UMSCoPS”. The model provides a guide for insight and understanding of uncertainty management.

Originality/value

The previous knowledge on managing uncertainty for sustainability of complex projects is enhanced regarding the uncertainty management in complex projects. The approach to uncertainty has returned to the original notion of the “unknown unknowns”, and project management thereby leaves the widely used stage gate approach. The developed tool provides a fresh understanding of the challenges of uncertainty.

Details

International Journal of Managing Projects in Business, vol. 10 no. 2
Type: Research Article
ISSN: 1753-8378

Keywords

Open Access
Article
Publication date: 10 November 2020

Agnieszka Karman and Asta Savanevičienė

The research is aimed at elaborating a model in which dynamic capabilities affect sustainable competitiveness via organisational sustainability practices and the mediating role of…

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Abstract

Purpose

The research is aimed at elaborating a model in which dynamic capabilities affect sustainable competitiveness via organisational sustainability practices and the mediating role of organisational ambidexterity.

Design/methodology/approach

Emphasising the need for business sustainability in the face of technological breakthroughs, resource depletion and increasing expectations of stakeholders, it is necessary to reflect on a long-term organisational resilience that would enable sustainable competitiveness through dynamic capabilities. Hence, the paper provides insights on how an organisation can sustain its competitiveness by constantly balancing between the need for continuous improvement due to the pressure in economic, social and ecological environment, and the pursuit of continuous improvement of performance. The authors used structural equation modelling on data collected via a survey of 455 organisations from the Baltic region.

Findings

The results confirm the relationships between sensing and reconfiguring capabilities and sustainability practices, but reject them for scanning capabilities. They also confirm the impact of sustainability practices on some of the pillars of sustainable competitiveness. The research disclosed that ambidexterity was a mediator between dynamic capabilities and sustainable competitiveness.

Originality/value

The paper discloses the link between dynamic capabilities and sustainable competitive advantage by identifying the main characteristics of the constructs and revealing the linkage between them.

Details

Baltic Journal of Management, vol. 16 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

Article
Publication date: 13 December 2022

Dimitrios Kafetzopoulos

The purpose of this paper is to examine whether environmental dynamism can drive firms to adopt sustainability, taking into consideration the mediating role of the innovation…

Abstract

Purpose

The purpose of this paper is to examine whether environmental dynamism can drive firms to adopt sustainability, taking into consideration the mediating role of the innovation process, strategic flexibility and human resource development in this relationship.

Design/methodology/approach

The proposed framework is tested by confirmatory factor analysis and finally structural equation modeling (SEM) using the survey data from 513 Greek firms.

Findings

The results show that environmental dynamism drives firms to sustainability, but the introduction of innovation process, strategic flexibility and human resource development fully mediate the effect of this relationship.

Research limitations/implications

This study explores three organizational factors. In future research it would be very interesting to explore other topics that affect sustainability. Moreover, it might be useful for researchers to examine firms' digital capability and ambidextrous sustainability.

Practical implications

This study offers clear implications for managers, proving that innovation process, strategic flexibility and human resource development are critical factors in achieving sustainability.

Originality/value

This empirical study determines the contribution of environmental dynamism to sustainability taking into consideration the role of three critical organizational factors as mediators in this relationship.

Details

Management Decision, vol. 61 no. 6
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 10 October 2016

Sabyasachi Sinha

This paper aims to discuss the concept of organizational ambidexterity and how to manage the process of becoming and being an ambidextrous organization.

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Abstract

Purpose

This paper aims to discuss the concept of organizational ambidexterity and how to manage the process of becoming and being an ambidextrous organization.

Design/methodology/approach

This paper presents the insights drawn from a set of in-depth case studies on managing organizational ambidexterity.

Findings

Organizational ambidexterity is facilitated by an ambidextrous top-management team, and some of the mechanisms used to balance organizational ambidexterity are ambidextrous posturing of the top management, having innovation and efficiency champions across the hierarchy, adopting a portfolio- approach, and linking efficiency-activities and innovation-activities.

Practical implications

Practicing managers of both large organizations and start-up firms can use the normative guideline suggested in this paper if they are attempting to balance efficiency and innovation activities.

Originality/value

This papers provides granular insights on how to manage organizational ambidexterity based on experiences of organizations which have been successful in their attempt to be ambidextrous.

Details

Strategic Direction, vol. 32 no. 10
Type: Research Article
ISSN: 0258-0543

Keywords

Article
Publication date: 3 December 2021

Dimitrios Kafetzopoulos

This study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as…

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Abstract

Purpose

This study seeks to provide a narrative literature review of existing empirical research, in order to better understand the processes and theory of ambidextrous leadership, as well as its influence on followers, employees and organizations.

Design/methodology/approach

Data from 26 studies were extracted and synthesied providing a critical discussion about the methodological and theoretical aspects of the studies identified in the review.

Findings

It was revealed the attributes for an effective ambidextrous leader, it was presented the recently proposed concept of ambidextrous leadership theory and it was noticed the main criticisms against the findings of the extant ambidextrous leadership literature. It was also identified many research gaps in the literature which in turn can guide academics in the development of ambidextrous leadership.

Research limitations/implications

The ambidextrous leadership theory represents a novel and unique approach to the domain of leadership for creativity and innovation. It is shared across hierarchical levels throughout the organization. Leaders have a significant effect on employees' behaviors and should determine its applicability to different situations. Organizations require ambidextrous managers who combine flexible, situational and versatile leadership styles developing ever increasingly new and divergent ideas. Many research gaps in the literature were also identified that can guide academics in the development of ambidextrous leadership.

Practical implications

Understanding that ambidextrous leadership is required to significantly influence ambidexterity and innovation allows organizations to direct their leadership selection and development.

Originality/value

This review contributes to the ambidextrous leadership literature by creating a holistic picture of where it has been and where it should go.

Details

Baltic Journal of Management, vol. 17 no. 2
Type: Research Article
ISSN: 1746-5265

Keywords

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