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The pervasive issue of employee exploitation has surfaced as a salient ethical quandary within the context of modern-day workplaces, thereby demanding expeditious and imperative deliberation and redressal. This research endeavor aims to meticulously investigate the ramifications of employee exploitation on the proclivity to partake in the act of cutting corners within the workplace. This analysis encompasses the sequential mediating variables of negative emotions, namely resentment, anger, and frustration, as well as moral disengagement.

A purposive sampling technique and self-administered questionnaires were utilized in this study of 132 SME sector personnel. The current study is time-lagged in nature and uses the Amos software, the data were analyzed using exploratory and confirmatory factor analyses, as well as structural equation modeling.

According to the results, employee exploitation has a strong positive impact on cutting corners. This effect is mediated progressively by negative emotions (resentment, anguish, frustration), as well as moral disengagement. According to the findings, organizations should prioritize addressing employee exploitation to build a healthy work environment that promotes employee well-being and encourages employee voice.

This study’s novelty comes from its analysis of the sequential mediation of negative emotions, as well as moral disengagement, in the relationship between employee exploitation and cutting corners. The study’s findings add to the body of literature concerning management development, conflict handling, and employees’ attitudes and behaviors by offering a thorough grasp of the detrimental effects of employee exploitation on cutting corners as well as useful recommendations for businesses looking to promote productive workplaces.

For survival and prosperity, enterprises need to simultaneously engage in exploitation and exploration. Digital transformation is of great significance to enterprise innovation. However, the impacts of digital transformation on exploitation and exploration remain unclear. Moreover, the impacts of technological diversity on the relationships between digital transformation and exploitation and exploration are also unknown.

Based on an integrated perspective of dynamic capability theory and organizational inertia theory and using data from Chinese listed enterprises from 2007 to 2020, this study clarifies the effects of digital transformation on exploitation and exploration and assesses the moderating effect of technological diversity.

The results show that digital transformation improves exploitation, but negatively impacts exploration. Technological diversity mitigates the negative effect of digital transformation on exploration, but the moderating effect on the relationship between digital transformation and exploitation is not significant.

This study contributes to the existing literature on the digital paradox and provides guidance for enterprises to clarify the direction of digital transformation.

As a response to the increased frequency of disruptive events and intense competition, organizational agility has become a key concept in organizational research. Fostering organizational agility requires leveraging knowledge that exists both outside (exploration) and inside (exploitation) the organization. This research tests the so-called ambidexterity hypothesis, which claims that a balance between exploration and exploitation leads to increased organizational outcomes, including the development of organizational agility. Complementing previously established measurement models on ambidexterity, this research proposes an alternative measurement model to analyze how ambidexterity can enhance organizational agility and, indirectly, performance, taking into consideration the moderating effect of environmental competitiveness.

A review of existing measurement models for ambidexterity shows that tension, a crucial aspect of ambidexterity, is often neglected. The authors, therefore, develop a new measurement model of ambidexterity to incorporate ambidexterity-induced tension. Using this measurement model, they examine the effect of ambidexterity on the development of entrepreneurial and adaptive agility as well as performance.

Ambidexterity positively influences both entrepreneurial and adaptive agility, indicating that a balance between exploration and exploitation has superior organizational effects. This finding confirms the ambidexterity hypothesis with respect to organizational agility. Furthermore, both entrepreneurial and adaptive agility drive organizational performance. These two indirect effects via agility fully mediate the impact of ambidexterity on organizational performance. Finally, environmental competitiveness positively moderates the relationship between ambidexterity and adaptive agility.

The findings extend research on ambidexterity by showing its positive effects on organizational agility. Furthermore, the study proposes an alternative operationalization to capture the ambidexterity construct that may lay the groundwork for further applications of the ambidexterity concept.

The purpose of this paper is to differentiate the ambidextrous leadership concept into direct and indirect types to provide an alternative when the requirements of direct ambidextrous leadership cannot be met.

Desk research is used in this paper to relate the ambidextrous leadership concept to the roles of leader and manager to more comprehensively determine the requirements for being a direct/indirect ambidextrously leading executive than is possible by referring only to opening and closing leadership or exploration and exploitation.

Special requirements in the context of ambidextrous leadership can be transferred from the top executive/chief executive officer to third parties, for example, some control tasks in the area of exploitation can be distributed among the top management team, enabling the top executive to focus on tasks such as developing an organisation-wide vision and its strategic implementation. Indirect ambidextrous leadership exists if the top executive distributes exploitation tasks to third parties. Direct ambidextrous leadership exists if the top executive assumes leadership in both the exploration and exploitation areas. This means that the demands on the top executive are different in direct ambidextrous leadership and in indirect ambidextrous leadership.

The literature has not yet focused on the differentiation between direct and indirect ambidextrous leadership. This paper contributes towards closing this gap. The potential for indirect ambidextrous leadership can be essential for a company’s success because in addition to direct ambidextrous leadership, it represents the possibility of creating a sustainable organisation in a changing market.

This study investigates the impact of organizational ambidexterity on employee performance within Jordanian clearance companies, focusing on the mediating role of organizational learning. This research aims to explore how the dimensions of exploration and exploitation influence performance outcomes, including effectiveness and growth.

Using analytical descriptive research, this study uses SMART-PLS 4 for hypothesis testing and mediation analysis. A meticulously developed questionnaire, grounded in scholarly literature and vetted by experts, was distributed to 230 employees across the Jordanian clearance industry, achieving a 91.3% response rate.

This study found that companies do better when they effectively explore and exploit, especially if they also focus on learning and adapting. This insight is particularly useful for those in the human resource development and management fields who aim to boost employee performance and, ultimately, the success of their organizations. The findings reveal a significant indirect effect of organizational ambidexterity on performance through organizational learning. Ambidexterity explained 55.6% of the variance in organizational learning, and subsequently, organizational learning accounted for 47.4% of performance variance. The total performance variance was 81.8%, indicating a strong relationship between the constructs.

This study’s scope is limited to the Jordanian clearance industry, suggesting the need for further research across different contexts and industries. The reliance on self-reported data may introduce bias, warranting future use of mixed methods for a more comprehensive understanding.

The findings underscore the importance of fostering organizational learning as a mediator between ambidexterity and performance. Companies should invest in strategies that enhance both exploratory and exploitative activities, leveraging organizational learning to improve performance outcomes.

By highlighting the role of organizational learning in mediating the relationship between ambidexterity and performance, this research suggests pathways for businesses to contribute to economic growth and employee development within the Jordanian context and potentially beyond.

This study contributes to the field by examining the underexplored context of the Jordanian customs clearance industry and using a robust methodological framework to assess the relationship between organizational ambidexterity, learning and performance. It provides empirical evidence supporting the significant impact of balanced competency configurations on performance outcomes.

The purpose of this study is to examine the mechanisms of absorptive capacity (ACAP) in the specific context of digital product development teams. More precisely, it explores the process of internalizing and utilizing external knowledge from sources outside the team to promote the development of innovative ambidexterity.

The study employs the ACAP framework and directs specific attention to the concept of knowledge assimilation, encompassing comprehension, documentation and dissemination. Seventy-five employees of one of Indonesia’s largest commercial banks were surveyed about two initiatives they participated in. To this end, 12 research hypotheses are formulated, tested and analyzed using structural equation modeling.

Knowledge comprehension, documentation and dissemination are found to mediate between knowledge acquisition and knowledge exploitation. At the same time, the relationship between knowledge acquisition and knowledge transformation is mediated by knowledge comprehension and dissemination, but not documentation. The authors also found that knowledge transformation positively mediates between knowledge comprehension and dissemination on the one hand and ambidexterity on the other hand. Importantly, knowledge exploitation negatively mediates between knowledge comprehension and documentation on the one hand and ambidexterity on the other hand.

This study contributes to the existing body of knowledge by offering nuanced insights into the interplay of knowledge assimilation processes within ACAP, particularly in the context of digital product development. The identification of mediating factors and their impacts on ambidexterity provides valuable implications for both theory and practice in this domain.

Extant studies in entrepreneurship have explored factors that influence the birth and growth of start-up firms; however, there appears to be a dearth of studies examining the influence of founders' ambidextrous orientation on start-ups' success, especially their speed of attaining the coveted status of a “unicorn start-up” – which is considered a mega success in practice. This study examines whether and how founding teams’ collective ambidextrous orientation influences their respective start-ups’ pace of becoming a “unicorn”.

This study empirically analyses 220 interviews by the founders of 83 Indian unicorns in examining the influence of the founding teams’ collective exploration-exploitation capability on their firms' speed to achieve the “unicorn” status. The Cox Hazard model was used to test the hypothesized relationships, and linear ordinary least squares (OLS) regression was used to test the robustness of the results.

The authors find a strong positive relationship between founding teams’ ambidextrous skills and the speed of becoming a unicorn. The study results suggest that the founding teams’ collective exploratory skills may be more influential in their start-up’s speed to unicorn status vis-à-vis their exploitative skills.

This study finds that the founding teams’ ambidextrous orientation and exploratory skills accelerate their start-up’s speed to becoming a unicorn, contributing to the academic discourse on the “unicorn” phenomenon, which is widely acknowledged as a grand success status for start-ups—especially technology and venture capital funded start-ups—among the practitioners. This study contributes to the academic discourse on firm capabilities and founding-team-related antecedents of start-up success by raising a new dimension of the founding team’s ambidextrous orientation.

This study aims to argue that manufacturers with more exploration orientation (compared to exploitation orientation) have higher degrees of export marketing internalization (EMI) of branding and channels.

The authors use a multisource survey collecting data from 161 Taiwanese high-tech manufacturers in emerging markets.

The results show that manufacturers with more exploration orientation have higher degrees of EMI of both branding and channels. This work also reveals that relational ties with supply chain peers can strengthen this proposed positive effect on the EMI of channels while weakening the positive proposed effect on the EMI of branding.

Accordingly, this study enriches the resource-based view (RBV) literature by showing how firms’ unique resource portfolios affect their adopted EMI strategies in two ways: (1) firms design their EMI based on their value maximization of core competences (e.g. ambidexterity capability), and (2) firms face resource inconsistency when designing their EMI of different marketing activities.

This paper investigates the effectiveness of the Ambidextrous Scorecard (ASC) in facilitating the integration of organizational ambidexterity in four-star Puebla City hotels for managing exploitation and exploration activities. It proposes an integrated approach to ambidexterity and introduces the ASC as a tool explicitly targeting hotels’ challenges and opportunities.

The study analyzes survey data from 41 hotels (85.42% response rate). Our methodology involves a literature review, the Delphi technique for questionnaire validation, and data collection through Google Forms. Statistical tests confirm the reliability and validity of the approach for assessing the effective integration of exploitation and exploration activities.

The paper highlights how the ASC promotes an integrated approach to managing both activities. By incorporating exploitation activities (cost reduction, strategic alliances), and facilitating exploration activities (process innovation, new market attraction), the ASC empowers hotels to streamline operations, develop novel offerings, and achieve enhanced operational efficiency and innovation.

We acknowledge limitations due to its specific focus on the hotel industry in Puebla City, suggesting that the results may not be universally applicable. We recommended that further investigation be conducted into the application of the Ambidextrous Scorecard (ASC) across different sectors and regions to enhance understanding of organizational ambidexterity. Exploring the impact of integrating exploitation and exploration activities across corporate areas could offer valuable insights for implementing the ASC in diverse business settings.

The paper indicates that hotels can achieve ambidexterity by integrating exploitation and exploration activities using the Balanced Scorecard. This approach enhances competitiveness, allowing hotels to anticipate and respond to market trends quickly. It highlights the significance of considering ambidexterity across all organizational areas to ensure sustained adaptability and performance in dynamic environments.

This paper introduces the concept of integrated ambidexterity and the ASC as a novel tool for managing the balance between innovation and efficiency. The ASC transcends the hotel industry, potentially benefiting various service sectors by facilitating a more integrated approach to organizational performance.

The economic crisis of 2008 resulted in a unique context for the empirical experimentation of organizational learning and entrepreneurship theories from Schumpeterian inspiration. The purpose of this paper is to investigate how the economic downturns change the limits and possibilities to pursue both exploration and exploitation and thus achieve innovative performance.

This study examines an original database with the patent portfolio of 2,309 firms based in Brazil, covering a period of eight years preceding the 2008 economic crisis, that is 2000–2007, and five years thereafter, 2008–2013. To test the hypotheses empirically, the authors use the negative binomial model.

The findings add to the literature in two ways. First, this study found a positive association between exploitation and exploration behaviour and innovative performance. However, this relation is curvilinear because there are diminishing negative effects on innovation. Second, regarding the distinction between creative destruction and creative accumulation, the results support the prevalence of creative accumulation, although consistent with the notion of co-occurrence of both models.

This study expands the discussion on how entrepreneurs respond to the economic crisis in specific contexts of an emerging economy. We provide new empirical evidence through the exploration of a unique data set on the patent portfolio of 2,309 firms based in Brazil. Most of the previous literature has applied this topic to developed countries, and there are few studies that apply this topic outside the focus of US and European countries.