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There is some research showing that leadership behaviors could be important antecedents to learning, but knowledge is scarce on the impact of which leadership styles support exploitative and explorative learning. The purpose of this paper is to hypothesize that transformational leadership – more concerned with innovation – will encourage generalist human capital (HC), while transactional leadership – more focused on the efficiency of existing operations – will promote specialist HC.

To test the hypotheses, the authors adopt a structural ambidexterity approach as the authors consider that organizations need units working on both types of learning.

The results show the versatile role of transformational leaders, who are able to promote both types of HC and, in turn, both types of organizational learning. The authors have also found that marketing departments are more willing to explore than production departments.

This study highlights the relevance of considering the department as a unit of analysis (structural ambidexterity approach), the significant role of transformational leaders in organizational learning and the mediating role of HC.

The purpose of this paper is to identify integrated solutions business as the first generation of servitized offerings and modular solution offerings as the second development phase in servitization of original equipment manufacturers. This study examines how the servitized manufacturer, Kone, moves from integrated solutions to modular solutions business and develops the requisite capabilities to design, produce and implement modular solution offerings.

The paper reports a longitudinal case study of a provider of integrated solutions installed in buildings. During the ten years studied, the manufacturer implemented a strategic initiative to modularize its integrated solutions offering.

The firm’s transition to modular solutions progressed through three major capability development phases: solutions based on ad hoc integration, smart solutions based on modular design and through-chain modularity. The modular structure aims at fostering the efficiency of the solution offering and the associated production system.

Leveraging the benefits of modularity calls for an aligned combination of strategic, operational and technical capabilities contributing to the integration of resources in a modular production system for the solution providers’ competitive performance.

The study reports how a solution provider can develop the operational capabilities to integrate the core and peripheral components into the solution, and orchestrate the modular production system.

This study is a rare longitudinal analysis of how a manufacturer builds a modular offering, the solution platform and the required competitive capabilities to provide the solution.

This study explores the different learning practices of Chinese incubators in Chongqing and Chengdu and delves into how these “learning huddles” influence incubatees' absorptive capacity (the ability to apply knowledge) to improve their chance of success (sustainable growth).

This explorative study uses a qualitative case study approach by means of semi-structured interviews with business incubation managers and incubatees across three business incubators in Chengdu and Chongqing. The data are transcribed, coded and analyzed using an analytic map for the explanation of building and reflecting on the theoretical propositions, leading to a further understanding of the “learning huddle” mechanism.

The study finds that incubatees perceive that their absorptive capacity is increased through vicarious informal learning practices that promote access to networks and thereby builds social capital to improve their likelihood of success.

This study has limitations in sample size and design. The explorative case study approach uses a nonrandom case selection of three incubators in Chongqing and Chengdu and has a limited number of interviewees, which may lack representation of the general Chinese business incubation population and may not sufficiently be generalized beyond the sample itself.

These findings have important implications for business incubation programs. Business incubators that build learning huddles (networks) create a nurturing shared learning environment, which is suitable for incubatees to collectively absorb knowledge at the early stage of their life cycle and improve their likelihood of sustainable growth.

Since this study is limited to a Chinese context, it is also hoped that future researchers use the typology of business incubator learning practices to explore cross-culture variables, as these may influence the business incubation operations and performance.

This study adds to the discussion on how collective learning practices facilitate absorptive capacity and build social capital, which in turn improves incubatees' chance of sustainable growth and as such the authors hope that the learning practice's typology and how incubatees determine their success stimulates further research for measuring the likelihood of incubatees sustainable growth.

This article couples organizational theory with practice with the union of action learning and the ambidextrous organization. It aims to show how action learning contributes to the creation and sustainment of an ambidextrous (learning) organization.

A side-by-side comparison of action learning and the ambidextrous organization was used.

Action learning “teaches” and promotes the framework and processes of ambidexterity and the practical creation of learning organizations. An action learning team in action performs like an ambidextrous organization to the extent that “acting” is synonymous with exploitation and “learning” with exploration.

Action learning is a powerful tool for the ambidextrous organization, serving as a template for the practitioner to create a learning organization.

This paper extends the literature on organizational structure, leadership, culture and change as it relates to ambidexterity, learning organizations and action learning. It integrates learning theory through action learning with the practice of the ambidextrous organization. A synergistic theory/practice circle is created through the combination of the processes of “theory informing theory” from academia and “practice informing practice” from industry, creating a “theory informing practice and practice validating and updating better theory” circle.

Virtual try-on (VTO) technology offers an opportunity for fashion and beauty brands to provide enriched self-explorative experiences. The increased popularity of VTOs makes it urgent to understand the drivers and consequences of the exploration of styles in VTO contexts (herein called self-explorative engagement). Notably, little is known about the antecedent and outcomes of the personalized self-explorative experience central to VTOs. This paper aims to fill this knowledge gap.

An online quasi-experiment (N = 500) was conducted in the context of fashion and beauty VTOs. Participants were asked to virtually try on sunglasses or lipsticks and subsequently answer a questionnaire measuring the key constructs: self-presence (i.e. physical similarity and identification), self-explorative engagement (i.e. exploration of styles in VTO context), brand cognitive processing and brand attitude. The authors analyze the data with structural equation modeling via maximum likelihood estimation in LISREL.

The experience of self-presence during consumers’ use of VTOs in augmented reality environments has a positive effect on self-explorative engagement. Furthermore, a mediation analysis reveals that self-explorative engagement improves brand attitude via brand cognitive processing. The results are confirmed for two popular fashion and beauty brands.

Grounded in extended self theory, to the best of the authors’ knowledge, this is the first study to show that a realistic VTO experience encourages self-extension via a process starting from the exploration of styles and results in increased brand cognitive processing and more positive brand attitudes. The exploration of styles is enabled by self-presence.

The purpose of the paper is to describe ambidextrous learning in organizations within the customer order-based context (COBC), here based on a dynamic view of work processes. The study focuses on how organizations can learn while working with customer orders, considering learning in organizations as both a process and an outcome.

This conceptual article focuses on learning in the COBC, where the individual customer requirements represent a key input into the organization’s work processes, thus limiting the possibilities to plan and standardize. The COBC brings about challenges and potentials for learning in organizations where task variety and complexity are high and in which the contradictory interplay between efficiency and responsiveness is apparent not only at a strategic level but also at an operative level in the customer order fulfillment processes. Depending on the variations in tasks and parallel complex work processes between different units in the organization, the ambidextrous learning dynamic can appear in the COBC.

Five propositions were made from the analysis: Proposition 1: Learning in the COBC can occur both in real-time but also in retrospect and with sporadic and recurrent interventions. Proposition 2: Learning in the COBC can occur for, as well as from, customer order processes. Proposition 3: Learning in the COBC varies and will depend on the delivery strategy. Proposition 4: Learning can be stimulated by the variation in priorities among customer orders in the COBC because the work characteristics for the back office and front office differ between customer order fulfillment processes. Proposition 5: Learning in the COBC can occur both within the back office and front office but also between these organizational units. The paper discusses the importance of building learning infrastructure in COBC and how that can be supported by a suggested learning office.

The present study demonstrates the importance of functions being able to act both as back office and front office in relation to delivery strategy. It also shows the ambidextrous learning process for the sake of improving both the internal efficiency and external effectiveness across the organization.

The hospitality industry creates a distinctive context in which learning takes place. The industry's international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry.

The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees.

It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance.

Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.

Even though the crowdfunding (CF) literature is rapidly reaching its maturity phase, the topic of serial CF (i.e. the participation in more than one CF campaign) is as much promising as still largely under explored. This study thus aims to offer a thorough view of the dynamic and complex processes characterizing the participation of the start-ups to more than one campaign adopting a business network perspective.

In line with an explorative research aim, a multiple case study analysis is performed by taking into consideration four start-ups engaged in more than one CF campaigns with different combinations of equity and non-equity CF, adopting the actor–resource–activity (ARA) model as theoretical framework.

Multiple CF campaigns are embedded in the overall changing startup’s network and are affected by the concurrent and overlapping startup’s development processes. From this standpoint, the adoption of the ARA model suggests to reconsider the “serial” dimension of multiple CF campaigns. These processes can be more or less “linear” as they could be affected by the combination of CF schemes and by the degree of alignment of actors, activities and resources, whose “assembly” can be facilitated by learning processes and impaired by unexpected circumstances.

This paper explores in depth the startup’s serial CF journey, building on recent studies calling for stronger analyses of the directions and outcomes of innovative funding trajectories pursued and implemented by new business ventures. From this standpoint, to the best of the authors’ knowledge, this is the first study to consider a complete spectrum of combinations between CF schemes within serial CF, thus allowing for a better understanding of the role of such a factor within a dynamic and contextual view, that is, that offered by the business network perspective. This paper also contributes to the Industrial Marketing and Purchasing research on start-ups.

This study investigates how older women linguists' careers developed and led to self-employment, and this not necessarily in a linear career stage fashion. The focus is on understanding the factors that influence older women to become or continue into an entrepreneurship lifestyle, beyond economic reasons.

The research questions that guided this research are: (1) How have women linguists' careers developed at older or older old age? and (2) Which factors influenced women linguists' decision to become or continue as self-employed at older or older old age? This study is based on semi-structure interviews and short narratives written by ten informants about their late-career motivations and decisions. To get a holistic view of career development of women linguistics at an older age, the approach adopted in this study is explorative and interpretive, where the theoretical perspective supporting this approach derives mainly from career and wellbeing theories.

The authors’ findings signal that these self-employed older women's careers develop along parallel, explorative or expertise directions. The factors which appear to influence these women's decision to continue their careers as entrepreneurs include economic reasons (having), clearly. They also importantly point to other themes surrounding wellbeing including social relations (loving), self-realization and lifelong learning (being), entrepreneurship as a life style (acting) and meaningful extension of one's career (belonging).

This paper discusses how older women entrepreneurs may experience wellbeing and careers integrated together. It challenges the common notion of “career” as a one-time, linear “choice”, and instead shows how older women's entrepreneurship is a complex phenomenon.