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Article

Odette Chams-Anturi, Maria D. Moreno-Luzon and Juan P. Escorcia-Caballero

The literature provides mixed empirical evidence on the trust–performance relationship. The purpose of this paper is to shed additional light on this relationship, using…

Abstract

Purpose

The literature provides mixed empirical evidence on the trust–performance relationship. The purpose of this paper is to shed additional light on this relationship, using organizational ambidexterity as an explanatory variable.

Design/methodology/approach

A structural equation technique was used to examine survey data obtained from 377 Spanish organic agro-food industries.

Findings

The results obtained provide support to show that organizational ambidexterity has a mediating role in the relationship between organizational trust and firm performance, in the organic agro-food industry.

Research limitations/implications

This study used a sample taken from only one industry and country. Future research could expand the model to other countries and industries.

Practical implications

This study suggests that managers could use tools to enhance organizational trust that would help to improve firm performance, given that trust can cause employees to adopt behaviors related to ambidexterity. Therefore, managers can use trust as a mechanism to encourage more stable relationships, increase the transfer of existing knowledge, facilitate experimentation and express ideas to promote organizational ambidexterity, thus benefiting firm performance.

Originality/value

This research paper offers a new insight into how ambidexterity affects the organizational trust-firm performance relationship. Even though there is growing theoretical importance given to the concepts of trust and ambidexterity, the empirical evidence that demonstrates how both variables are related to firm performance, especially in emerging sectors, is scarce.

Details

Personnel Review, vol. 49 no. 4
Type: Research Article
ISSN: 0048-3486

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Article

Andrés Salas Vallina, Maria D. Moreno-Luzon and Anna Ferrer-Franco

The purpose of this paper is twofold: first, to examine whether inspirational leadership of heads of specialized medical units is related to individual ambidexterity of…

Abstract

Purpose

The purpose of this paper is twofold: first, to examine whether inspirational leadership of heads of specialized medical units is related to individual ambidexterity of their dependent physicians; and second, to study the possible mediating role of organizational learning capability (OLC) in the relationship between inspirational leadership and individual ambidexterity.

Design/methodology/approach

Structural equation modeling was used on a sample of 194 medical specialists from Spanish public hospitals.

Findings

Results show that inspirational leadership is positively related to individual ambidexterity among healthcare physicians. In addition, the results of the study revealed that the relationship between inspirational leadership and individual ambidexterity is mediated by conditions that facilitate learning, namely, OLC.

Research limitations/implications

This study uses cross-sectional data, which do not guarantee causality relationships among the examined variables.

Practical implications

The results of this paper suggest first that heads of healthcare units should inspire followers to achieve both exploration and exploitation. Second, it is also necessary to consider that inspirational leaders promote those conditions that facilitate learning, which should be particularly taken into account to enhance both physician’s exploration and exploitation.

Originality/value

In stressing an evident gap in the relationship between leadership and ambidexterity at the individual level, this paper attempts to advance in the leadership literature by revealing how the action or power of moving the intellect or emotions, and enhancing enthusiasm and confidence, empowers physicians to both explore and exploit knowledge. The results also indicate that the inspiration transmitted by the heads of medical services, facilitate physician’s perceived learning conditions which, in turn, fosters their individual ambidexterity.

Details

Employee Relations: The International Journal, vol. 41 no. 3
Type: Research Article
ISSN: 0142-5455

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Article

M. Begoña Lloria and María D. Moreno‐Luzón

The aim of this study is to design and validate different scales for measuring enablers or the forces behind knowledge creation. Due to their breadth and integrative…

Abstract

The aim of this study is to design and validate different scales for measuring enablers or the forces behind knowledge creation. Due to their breadth and integrative nature, we have based our research fundamentally on the ideas proposed by Nonaka and Takeuchi (1995), later developed by Nonaka, Toyama, and Konno (2000) and Von Krogh, Ichijo, and Nonaka (2000), on the following enablers: intention or common goal, autonomy, fluctuation and creative chaos, redundancy, variety, trust, and commitment. Having generated a battery of 24 items using the definitions proposed by these and other relevant authors, the psychometric properties of reliability and validity were tested (convergent and discriminate). The sample used in this study was taken from 167 large Spanish firms.

Details

Management Research: Journal of the Iberoamerican Academy of Management, vol. 3 no. 3
Type: Research Article
ISSN: 1536-5433

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Article

Maria D. Moreno Luzon and Jaume Valls Pasola

The purpose of the paper is to expand on the existing theory of ambidexterity by analysing its implications for organisations that employ total quality management.

Abstract

Purpose

The purpose of the paper is to expand on the existing theory of ambidexterity by analysing its implications for organisations that employ total quality management.

Design/methodology/approach

The analysis of relevant theoretical and empirical studies on ambidexterity and total quality management enables us to reflect on the common elements, facilitating factors and synergy that exists between both fields.

Findings

Thanks to the synergy between its principles and practices, total quality management can act as a platform in creating an ambidextrous context, in addition to generating ambidextrous management capabilities and ambidextrous organisational skills. However, no relationship has been found between the application of TQM and structural ambidexterity.

Research limitations/implications

An analysis of existing studies has enabled the extraction of some proposals which could be used in future research.

Practical implications

The synergy between TQM principles and practices, their disparate influence on ambidexterity, the range and depth of applying TQM principles and practices – above all those that are included in a human context and the opening of new markets – means that these factors are key elements to bear in mind for those organisations that wish to maximise the potential of TQM in order to foster ambidexterity.

Social implications

Given the extent to which this type of management has been applied over the last 20 years the social impact of this study is relevant.

Originality/value

This study opens up a new line of research into ambidexterity and, despite the subject having been analysed extensively in conceptual and empirical terms, until now its relationship with total quality management has yet remained unexplored.

Details

Management Decision, vol. 49 no. 6
Type: Research Article
ISSN: 0025-1747

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Article

Maria D. Moreno‐Luzon, Maria Gil‐Marques and Jaume Valls‐Pasola

The purpose of this paper is to better understand the influence of total quality management (TQM) practices on incremental and radical innovation, examining the role of…

Abstract

Purpose

The purpose of this paper is to better understand the influence of total quality management (TQM) practices on incremental and radical innovation, examining the role of diverse cultural change as a mediator, particularly in firms where ever‐increasing competitive pressure demands a combination of quality and innovation.

Design/methodology/approach

From previous research on the influence of TQM practices on innovation, the paper proposes a model which is tested through a survey carried out on a sample of 72 Spanish firms that have been drastically hit by competition from Asian companies, achieving a 51.42 percent valid return rate.

Findings

None of the sets of TQM practices directly affects radical innovation, while all of them have a significant and positive relationship with incremental innovation. However, when the paper introduces cultural change as a mediating factor, the model's goodness of fit improves substantially, and all the relations are significant.

Research limitations/implications

The results reveal the power of cultural change to connect the diversity of the TQM practices and incremental and radical innovation. Further research is needed for a more comprehensive understanding of the role of cultural change in these relationships and to test the model in a longitudinal study.

Practical implications

Managers can use the potential inherent in TQM to stimulate a paradoxical cultural context that favours innovation. This is especially relevant for enhancing radical innovation.

Social implications

Given the extent to which TQM has been applied over the last 20 years, the social impact of this study is relevant, particularly in the current environment of economic crisis which calls for an increase in efficiency and innovation, adaptation and change.

Originality/value

The paper introduces a multidimensional analysis of TQM and a broad perspective of innovation. The paper also develops an original definition of cultural change made up of apparently contradicting values, including exploitation and exploration, and introduces it as a mediating variable in the TQM‐innovation model.

Details

Industrial Management & Data Systems, vol. 113 no. 8
Type: Research Article
ISSN: 0263-5577

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Article

Maria Gil-Marques and Maria D. Moreno-Luzon

Intense competitive environments demand the combination of quality and innovation. The potential of human resource management practices within the total quality framework…

Abstract

Purpose

Intense competitive environments demand the combination of quality and innovation. The potential of human resource management practices within the total quality framework for promoting innovation is under debate, particularly in relation to radical innovation. The purpose of this paper is to enhance and extend the analysis of the role of cultural change as a mediator.

Design/methodology/approach

The empirical study examines a sample of Spanish firms in highly competitive environments in their search for a combination of quality and innovation. To this end, the investigation includes structural equation analysis through partial least square path modelling.

Findings

According to the results, the cultural change towards exploitation and exploration brought about by the application of these practices has a positive and significant relationship with incremental innovation. The findings indicate that incremental innovation has a positive and significant effect on radical innovation as well. This outcome challenges a well-known phenomenon: the so-called “success trap”.

Practical implications

The study helps to understand how human resource management practices within a total quality framework can be designed and implemented as a means of generating synergies between the two fields.

Originality/value

This study adds two original contributions to the current dialogue on the implications of total quality management for innovation: it reveals the moderating role of cultural change for exploitation and exploration, and pinpoints the role of incremental innovation in facilitating radical innovation within the TQM framework.

Details

International Journal of Manpower, vol. 34 no. 8
Type: Research Article
ISSN: 0143-7720

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Article

Jorge Pereira-Moliner, Eva M. Pertusa-Ortega, Juan José Tarí, María D. López-Gamero and Jose F. Molina-Azorín

The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive…

Abstract

Purpose

The aim of this study is to examine the relationship between practices of quality management (QM) and the characteristics of organizational design, and QM and competitive advantage.

Design/methodology/approach

The study uses a partial least squares approach to test these relationships in 350 hotels in Spain.

Findings

The findings show that QM influences specialization, formalization and interdepartmental interactions, and that QM practices influence both cost and differentiation competitive advantage. The results also indicate the importance of QM strategic and operational systems as practices that have a key impact on the characteristics of organizational design. Similarly, the QM operational system is key in the relationship between QM and cost competitive advantage. Finally, the QM operational, information and strategic systems positively influence differentiation competitive advantage.

Practical implications

When hotels adopt QM practices, there will be significant changes in a number of organizational variables, including specialization, formalization and interdepartmental interactions. This paper provides empirical evidence that QM practices improve both cost and differentiation competitive advantage in the hotel industry.

Originality/value

There has been little research on the effects of QM on organizational design in the hotel industry. The contribution of this paper is that analyze the effects of QM on organizational design and competitive advantage, extending knowledge about these issues in a specific sector.

Details

International Journal of Contemporary Hospitality Management, vol. 28 no. 4
Type: Research Article
ISSN: 0959-6119

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Article

Araceli Rojo-Gallego-Burin, Francisco Javier Llorens-Montes, Maria N. Perez-Arostegui and Mark Stevenson

To analyze the effect of an ambidextrous supply chain strategy (ASCS) – i.e. the combination of exploration and exploitation practices – on each of the four dimensions of…

Abstract

Purpose

To analyze the effect of an ambidextrous supply chain strategy (ASCS) – i.e. the combination of exploration and exploitation practices – on each of the four dimensions of supply chain flexibility (SCF): information system, operating system, sourcing and distribution flexibility. Further, to evaluate the influence of implementing the ISO 9001 standard on the relationship between ASCS and SCF, and whether this certification directly affects the level of SCF. We ground our model in Resource Orchestration theory.

Design/methodology/approach

To perform this study, the authors used data collected from a sample of 145 non-ISO-certified firms and 157 ISO-certified firms.

Findings

ASCS does not affect all four dimensions of SCF in the same way. Rather, its effect is contingent on the presence of the ISO 9001 certification. An ASCS is shown to have a positive effect on information system flexibility irrespective of the presence of ISO 9001 certification whereas for the other three dimensions of SCF, the effect of ASCS is dependent on ISO 9001 implementation. Meanwhile, ISO 9001 implementation itself does not affect the level of SCF.

Practical implications

Managers can use the findings to configure their supply chain strategy based on the specific dimension(s) of SCF they seek to develop by implementing ASCS. Further, the results inform managers about the incentives for implementing ISO 9001.

Originality/value

Although prior studies have shown that an ambidextrous strategy enables firms and organizational units to adapt to the environment, there have been few prior studies on ambidexterity in a supply chain context. Further, although the extant literature has suggested that the ISO 9001 may facilitate ambidexterity, this link has remained largely theoretical. In fact, there is very little prior evidence on how the practice of ISO 9001 affects the supply chain.

Details

Industrial Management & Data Systems, vol. 120 no. 9
Type: Research Article
ISSN: 0263-5577

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Article

Rosalia Aldraci Barbosa Lavarda, María Teresa Canet Giner and Fernando Juan Peris Bonet

The purpose of this paper is to analyse how the strategy formation process takes place studying the relevance of the integrative perspective and the use of the variables…

Abstract

Purpose

The purpose of this paper is to analyse how the strategy formation process takes place studying the relevance of the integrative perspective and the use of the variables rationality, implication and vision, and verifying the relationship between an integrative strategy formation process and the management of work and the consequences of this relationship in terms of performance.

Design/methodology/approach

The paper adopted a qualitative methodology, specifically a simple case analysis, following a six‐stage process: establishing the research objectives, the theoretical research framework, unit and the level of analysis, selecting the study cases and a pilot case, and ellaborating the protocol for the case study analysis.

Findings

An integrative strategy formation process that combines with certain equilibrium rationality and emergence facilitates a more effective management of work, specifically of complex work. When the organisation permits a greater degree of participation, it is facilitating an improvement in organisational results (particularly with respect to professional works – administrative or engineering that add more complexity).

Originality/value

The paper highlights the importance of the fit between an integrative strategy formation process and the management of different types of work, considering that a better fit drives to better results.

Details

European Business Review, vol. 23 no. 1
Type: Research Article
ISSN: 0955-534X

Keywords

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Article

Maria Teresa Canet‐Giner, Rafael Fernández‐Guerrero and Marta Peris‐Ortiz

The purpose of this paper is to concern the strategic changes a firm needs to incorporate in order to deliver a complex service such as providing assistance to the…

Abstract

Purpose

The purpose of this paper is to concern the strategic changes a firm needs to incorporate in order to deliver a complex service such as providing assistance to the socially disadvantaged. The paper seeks to analyze the development of such a process considering the ability of managers to exploit resources and foster new opportunities for the firm.

Design/methodology/approach

The qualitative methodology applied is that of a case study. The organization analyzed was a service cooperative. A semi‐structured questionnaire was used to gather the information along with documents and additional information thereafter, thus facilitating the triangulation process.

Findings

Non‐profit service organizations that provide assistance services for the disadvantaged population have to compete in a complex and turbulent environment. The strategic process adopted by those organizations requires more participation and involvement from organizational members; but, simultaneously, this process should be more rational and planned. The strategic content involves the adoption of a hybrid strategy. The function of managers that act as intrapreneurs exploiting existing resources and capabilities (through human resource practices, such as training or reward systems) and promoting change plays an essential role. Decentralization and socialization are necessary for the successful development of those strategic changes.

Originality/value

The paper draws implications for service organizations suggesting, as the main strategic changes for improving competitiveness, the establishment of incentive regulation systems relevant to job characteristics and the establishment of a larger number of cooperation agreements and cooperation networks.

Details

Journal of Organizational Change Management, vol. 23 no. 4
Type: Research Article
ISSN: 0953-4814

Keywords

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