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Article

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. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1463-7154

Keywords

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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

Keywords

Content available
Article

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

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

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Article

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…

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

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Article

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

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Article

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…

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

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Article

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…

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

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Article

Hongyun Tian, Courage Simon Kofi Dogbe, Wisdom Wise Kwabla Pomegbe, Sampson Ato Sarsah and Charles Oduro Acheampong Otoo

SMEs could achieve their innovation goals, either through exploitation, exploratory, or ambidextrous learning strategies. This study presents ambidexterity as a more…

Abstract

Purpose

SMEs could achieve their innovation goals, either through exploitation, exploratory, or ambidextrous learning strategies. This study presents ambidexterity as a more effective and efficient strategy that offers superior innovation advantage to SMEs. We also present the role of openness in this relationship.

Design/methodology/approach

Empirical analysis was based on 388 SMEs in Ghana. Various validity and reliability checks were conducted before the presentation of the actual analysis, which was conducted using Ordinary Least Squares approach, run using SPSS (v. 20).

Findings

Findings indicate that although exploitative and exploratory learning strategies individually had a positive significant effect on SMEs' innovation performance, organizational learning ambidexterity was found to have a greater positive impact on innovation performance among SMEs. High levels of openness further boosted the effect of organizational learning ambidexterity on SMEs’ innovation performance.

Research limitations/implications

This study was conducted without recourse to some specific factors that could influence organizational learning ambidexterity among SMEs. Future studies should thus pay particular attention to the determinants of organizational learning ambidexterity among SMEs.

Practical implications

Innovation performance is very critical for the sustainability of firms, and SMEs in particular. Management of SMEs must therefore seek to simultaneously adopt both learning strategies, as that gives firms greater advantage, compared to the adoption of only one strategy.

Originality/value

The study demonstrates that organizational learning ambidexterity had a superior effect on SMEs' innovation performance. High levels of openness further boosted the effect of organizational learning ambidexterity on SMEs' innovation performance.

Details

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

Keywords

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Article

Na Fu, Qinhai Ma, Janine Bosak and Patrick Flood

The purpose of this paper is to better understand the indirect link between high-performance work systems (HPWSs) and firm performance in Chinese professional service…

Abstract

Purpose

The purpose of this paper is to better understand the indirect link between high-performance work systems (HPWSs) and firm performance in Chinese professional service firms (PSFs) by investigating the mediating role of organizational ambidexterity, i.e. a firm’s capability to simultaneously explore new ideas and exploit existing resources.

Design/methodology/approach

Data were collected from 120 Chinese accounting firms. The authors used hierarchical and polynomial regression analyses to test their hypotheses.

Findings

The proposed positive link between the HPWS and organizational ambidexterity was found. Further, the results showed a non-linear relationship between organizational ambidexterity and organizational performance.

Research limitations/implications

The present study is limited in terms of small sample size, single industry and self-report data.

Practical implications

Firms which reported a higher level of HPWS demonstrated better performance due to their organizational capability to explore new ideas and exploit existing resources. In the Chinese context, firms that had high levels of exploration (exploring new resources) and exploitation (exploiting existing resources) or that had a high level of exploration experienced higher performance. The authors can conclude from these findings that without exploration, organizational success is difficult to achieve for PSFs.

Originality/value

This is the first study examining the underlying mechanism of organizational ambidexterity in the indirect relationship between HPWS and firm performance in Chinese PSFs. It advances the authors understanding of HPWS and firm performance relationship in an Eastern country and an emerging context of PSFs. This is also the first study to use polynomial regression to operationalize organizational ambidexterity.

Details

Journal of Chinese Human Resource Management, vol. 6 no. 1
Type: Research Article
ISSN: 2040-8005

Keywords

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Article

Oluseyi Moses Ajayi, Kayode Odusanya and Susan Morton

The purpose of this paper is to contribute to the emerging theory of ambidexterity by developing measures to assess employee ambidexterity. Specifically, it identifies and…

Abstract

Purpose

The purpose of this paper is to contribute to the emerging theory of ambidexterity by developing measures to assess employee ambidexterity. Specifically, it identifies and tests the importance of the relationship between the organisational context and employee ambidexterity within small and medium enterprises (SMEs).

Design/methodology/approach

The research used a survey method to investigate SMEs in Nigeria. Two hundred SMEs were selected from across Nigeria to participate in the study and 72 companies responded, representing a 36 per cent response rate. The study sample comprised 398 shop-floor employees from 72 small and medium-sized manufacturing and service organisations.

Findings

The paper tests a model that sheds insight into the linkages between the organisational context, employee ambidexterity and employee engagement. Specifically, the model portrays significant relationships that exist between organisational context, employee ambidexterity and employee engagement. The results show that understanding the appropriate organisational contexts improves employee ambidexterity. Therefore, SMEs with the appropriate organisational contexts for employee ambidexterity and employee engagement will increase their potential for growth and survival.

Originality/value

The paper develops a conceptual model of the organisational context that improves employee ambidexterity and employee engagement.

Details

Management Decision, vol. 55 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

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