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1 – 10 of over 3000
Article
Publication date: 2 December 2021

Bang-Ning Hwang, Yi-Ping Lai and Chunhsien Wang

This study aims to examine the relationships among open innovation, organizational ambidexterity and firm performance. One important aspect of open innovation is that it…

Abstract

Purpose

This study aims to examine the relationships among open innovation, organizational ambidexterity and firm performance. One important aspect of open innovation is that it enables a firm to develop its organizational ambidexterity capability and become more efficient in using this capability to improve its performance.

Design/methodology/approach

The authors introduce a moderated mediation theoretical framework to reveal the bridging role of organizational ambidexterity in the effect of open innovation on firm performance. The theoretical model is empirically validated using survey data from 215 high-tech firms.

Findings

The authors find that open innovation plays a moderating role in the relationship between organizational ambidexterity and firm performance. Furthermore, organizational ambidexterity plays a significant mediating role in the relationship between open innovation and firm performance, and open innovation has a nonlinear, inverse U-shaped moderation effect on the relationship between organizational ambidexterity and firm performance.

Research limitations/implications

This is one of the first studies to undertake a moderated mediation analysis by highlighting the mediating role of organizational ambidexterity and the moderating role of open innovation in influencing firm performance. The authors make a theoretical contribution to the field of open innovation and organizational behavior, and the authors provide concrete and feasible decision-making suggestions to decision makers adopting open innovation.

Practical implications

The empirical results can help high-tech firm managers ascertain the organizational ambidexterity practices that can be employed and determine the level of open innovation to enhance firm performance.

Originality/value

This research provides new insights into whether and how firms can grasp the benefits of organizational ambidexterity to undertake open innovation activities. The findings not only contribute to advancing the mediating effect of organizational ambidexterity but also verify the inverse U-shaped moderation of open innovation in the relationship between organizational ambidexterity and firm performance.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

Article
Publication date: 22 September 2021

Esteban López-Zapata and Armando De Jesús Ramírez-Gómez

This study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures…

Abstract

Purpose

This study analyzes the impact of intellectual capital on organizational ambidexterity by evaluating the mediating effect of the different types of organizational cultures (adhocracy, clan, market and hierarchy) on the said relationship.

Design/methodology/approach

From a sample of 124 directors of Colombian firms, the information is analyzed using Structural Equation Models through the Partial Least Squares method (SEM-PLS).

Findings

The results show that intellectual capital has a positive relationship with organizational ambidexterity and that market culture presents a positive mediating effect in the said relationship, while the mediating effects of adhocracy culture, clan culture and hierarchy culture are not significant.

Practical implications

Directors can favor the development of organizational ambidexterity by investing in the intellectual capital of their firms and by promoting the development of market culture attributes.

Originality/value

This work contributes empirical evidence on the mediating role of organizational culture in the relationship between intellectual capital and ambidexterity, highlighting the importance of market culture over other types of culture for the simultaneous development of exploration and exploitation capabilities, in the context of an emerging Latin American economy such as Colombia.

Details

Journal of Intellectual Capital, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1469-1930

Keywords

Article
Publication date: 29 October 2020

Dimitrios Kafetzopoulos

This paper is to examine whether organizational ambidexterity leads to success. Moreover, it attempts to understand how proactiveness and quality orientation might create…

Abstract

Purpose

This paper is to examine whether organizational ambidexterity leads to success. Moreover, it attempts to understand how proactiveness and quality orientation might create and maintain ambidexterity. Environmental uncertainty as a moderator is also examined.

Design/methodology/approach

To achieve these objectives an empirical survey was conducted among 449 firms in Greece. Initially, EFA and then CFA were applied. Finally, the structural relationships among the latent factors were determined through SEM.

Findings

Organizational ambidexterity leads to superior business performance, moreover, the two antecedents were positively related to organizational ambidexterity. Environmental uncertainty acts as a moderator between organizational ambidexterity– business performance and proactiveness–organizational ambidexterity.

Research limitations/implications

A research challenge is to understand how organizations develop ambidexterity competency in different organizational structure. Moreover, it will be important to expand the model by taking into consideration different factors of antecedents, for example, type of innovation or different strategic orientations.

Practical implications

This study sends the message that companies focussing on specific antecedents can be led to higher ambidexterity capabilities, which in turn act as a catalyst for business improvement.

Originality/value

The proposed model provides plausible guidelines that advance organizational ambidexterity research in the companies.

Details

Business Process Management Journal, vol. 27 no. 3
Type: Research Article
ISSN: 1463-7154

Keywords

Open Access
Article
Publication date: 13 May 2019

Jacob Brix

The purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity

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Abstract

Purpose

The purpose of the study is to investigate how the processes of exploration and exploitation have developed in parallel in the literature of organizational ambidexterity and organizational learning, since James March published his seminal paper in 1991. The goal of the paper is to provide a synthesis of exploration and exploitation based on the two areas of literature.

Design/methodology/approach

The study is conceptual and no empirical data have been used.

Findings

The study advances current understanding of exploration and exploitation by building a new model for organizational ambidexterity that takes into account multiple levels of learning, perspectives from absorptive capacity and inter-organizational learning.

Originality/value

The study’s novelty lies in the creation and discussion of a synthesis of exploration and exploitation stemming from organizational ambidexterity and organizational learning.

Details

The Learning Organization, vol. 26 no. 4
Type: Research Article
ISSN: 0969-6474

Keywords

Article
Publication date: 27 June 2018

Elizandra Severgnini, Valter Afonso Vieira and Edwin Vladimir Cardoza Galdamez

Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to…

1144

Abstract

Purpose

Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to firms that manage different organizational functions and various demands to generate performance. The purpose of this paper is to propose that three dimensions of PMS increase organizational ambidexterity and consequently they influence organizational performance. In this framework, organizational ambidexterity mediates the relationships between three dimensions of PMS and organizational performance.

Design/methodology/approach

The data were collected through a structured questionnaire sent to Brazilian software companies. Owners, directors, project managers and responsible for company strategy answered the questionnaire. The final sample was 227 Brazilian software firms that answered according to their PMSs and organizational ambidexterity.

Findings

The results provide four main findings. First, the three dimensions of PMS, namely—attention focus, legitimization and strategic decision-making—influenced organizational ambidexterity. Second, organizational ambidexterity had a major effect on organizational performance. Third, organizational ambidexterity mediated the indirect effects of attention focus, legitimization and strategic decision-making on organizational performance. Fourth, exploration and exploitation—two dimensions of organizational ambidexterity—mediated the indirect effect of the abovementioned PMS dimensions on organizational performance.

Research limitations/implications

Although there are different dimensions of organizational ambidexterity, this paper is limited to two of the most used ones: exploitation and exploration. In addition, the results were limited to subjective—in contrast to objective—performance measures.

Practical implications

Software companies can use PMS for attention focus, legitimization of firm’s choices and strategic decision-making to increase their exploration and exploitation capabilities. Moreover, software companies can use strategic decision-making to control existing strategies and establish new strategies for legitimizing ambidextrous choices and thereby support their decision-making process.

Originality/value

The data showed that not only organizational ambidexterity mediates the effects of the three dimensions of PMS use on performance, but also exploration and exploitation.

Details

Business Process Management Journal, vol. 24 no. 5
Type: Research Article
ISSN: 1463-7154

Keywords

Article
Publication date: 15 December 2017

Ayse Günsel, Erkut Altındağ, Selva Kılıç Keçeli, Hakan Kitapçı and Mahmut Hızıroğlu

The purpose of this paper is to develop a holistic model regarding the antecedents and consequences of organizational ambidexterity in the context of small and medium…

Abstract

Purpose

The purpose of this paper is to develop a holistic model regarding the antecedents and consequences of organizational ambidexterity in the context of small and medium sized enterprises (SMEs), particularly for developing countries such as Turkey. Moreover, this paper also aims to reveal the moderating role of networking between organizational ambidexterity and firm performance.

Design/methodology/approach

By studying 105 SMEs engaged in small business and technology development centers (SBTDCs), structural equation modeling through SmartPLS is executed.

Findings

The findings show that: discipline and support positively influence the formation and the maintenance of organizational ambidexterity; organizational ambidexterity significantly contributes to firm performance; and the greater the networking the greater the relationship between exploitation capability and firm performance.

Originality/value

To date, there has been no systematic attempt in the extant literature to develop a holistic manner of organizational ambidexterity, with its antecedents and consequences in the context of SMEs in general, in SMEs of a developing country, Turkey in particular. Moreover, the moderating role of networking between organizational ambidexterity and a firm’s performance has never been examined.

Details

Kybernetes, vol. 47 no. 1
Type: Research Article
ISSN: 0368-492X

Keywords

Article
Publication date: 11 December 2019

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

Keywords

Article
Publication date: 1 August 2016

Mengling Yan, Yan Yu and Xiaoying Dong

The purpose of this paper is to reveal how organizational learning at the strategic and operational levels (i.e. strategic learning and business learning, respectively…

1245

Abstract

Purpose

The purpose of this paper is to reveal how organizational learning at the strategic and operational levels (i.e. strategic learning and business learning, respectively) contribute to the development of organizational ambidexterity along the growth of enterprises from an evolutionary view.

Design/methodology/approach

The authors conducted a longitudinal single case study on Huawei – a leading Chinese firm in the telecommunication industry. Data were collected from various sources including interviews, senior speeches, scholarly publications, company magazines and other documents, and was analyzed in line with the principles of grounded theory.

Findings

This research reveals that the case company (Huawei) constructed organizational ambidexterity with different foci during different development stages. The organization’s ambidextrous capability evolves over time, shifting from one domain to another. Such ambidexterity development was largely beneficial from the multilevel organizational learning at both the strategic level (focussing on the whole organization and long-term goals) and operational level (focussing on local interests and short-term goals).

Originality/value

This paper represents one of the earliest works to uncover the ambidexterity building process from an evolutionary approach that requires the collection of longitudinal data. Also, the paper proposes a multi-level learning framework for ambidexterity building in practice. This framework distinguishes strategic learning from business learning and projects the two types of learning into learning at four levels-individual, team, intra-organizational, and inter-organizational, which can be leveraged to guide division of labor among hierarchical levels during the progressive development of ambidexterity.

Details

Information Technology & People, vol. 29 no. 3
Type: Research Article
ISSN: 0959-3845

Keywords

Article
Publication date: 13 June 2016

Lolita Jurksiene and Asta Pundziene

Dynamic capabilities and organizational ambidexterity are closely related concepts. Unfortunately, there is still a lack of understanding about the relation between the…

4383

Abstract

Purpose

Dynamic capabilities and organizational ambidexterity are closely related concepts. Unfortunately, there is still a lack of understanding about the relation between the two. This paper aims to offer a theoretical explanation of the relationship between dynamic capabilities, organizational ambidexterity and firm competitive advantage. The authors find that organizational ambidexterity may be considered as a mediator in the relationship between dynamic capabilities and firm competitive advantage. Therefore, this paper contributes theoretically to the authors’ understanding of the relationship between organizational ambidexterity and dynamic capabilities with regard to firm competitive advantage.

Design/methodology/approach

In this conceptual paper, the review of research literature on dynamic capabilities and organizational ambidexterity is presented. Theoretical analysis is followed by theoretical prepositions that should be subsequently tested empirically.

Findings

By considering dynamic capabilities and organizational ambidexterity related to competitive advantage, this paper provides a new perspective on concepts’ relationship. The theoretical findings described in this paper suggest that organizational ambidexterity plays a mediating role in the relationship between dynamic capabilities and firm competitive advantage.

Research limitations/implications

Further research are required to develop organizational ambidexterity and dynamic capabilities theories, focusing more on the relation to competitive advantage. Additional testing is necessary to empirically validate the propositions given in this paper.

Originality/value

Based on theoretical findings, this paper clarifies the relationship between dynamic capabilities and organizational ambidexterity concepts. Theoretical findings described in this paper also determine the guidelines for further theoretical and empirical research within the fields.

Details

European Business Review, vol. 28 no. 4
Type: Research Article
ISSN: 0955-534X

Keywords

Open Access
Article
Publication date: 13 September 2021

Johannes W.F.C. van Lieshout, Jeroen M. van der Velden, Robert J. Blomme and Pascale Peters

Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore…

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Abstract

Purpose

Establishing a competitive advantage in today's dynamic environment involves optimizing an organization's exploration and exploitation strategy. This paper aims to explore how an open innovation strategy complements the organization's ambidextrous strategy in attaining a competitive advantage. Organizational ambidexterity and dynamic capability theories are also explored to investigate the impact of open innovation on the organization's ambidextrous strategy and competitive advantage – especially inbound and outbound open innovation.

Design/methodology/approach

The authors conducted a systematic literature review using Boolean search techniques, which was focused on the research fields of the sub-areas of general management, strategy, innovation, organization studies, information management, entrepreneurship, international business, marketing, and economics, supplemented by the snowball technique.

Findings

Organizations that combine their ambidextrous strategy with open innovation attributes achieve a competitive advantage through developing their dynamic capabilities by which organizations change their value proposition. This study also shows that an ambidextrous strategy should no longer be viewed as a structural solution implemented by management, but also as a bottom-up intervention. Additionally, the authors found that the organization's dynamic capabilities establish a feedback loop, which changes the organization's ambidextrous strategy to resolve the efficiency–agility paradox.

Originality/value

Previous research has focused on strategic orientation; however, hardly any research has investigated how the interrelatedness of open innovation, organizational ambidexterity and dynamic capabilities support a competitive advantage. The authors present a conceptual model that inspires new research avenues.

Details

European Journal of Management Studies, vol. 26 no. 2/3
Type: Research Article
ISSN: 2183-4172

Keywords

1 – 10 of over 3000