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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 examine the effect of quality-oriented human resource practices (QHRP) on organizational ambidexterity. Furthermore, the mediating role of ambidextrous culture in the relationship between QHRP and organizational ambidexterity was assessed.

Drawing on data from 350 green agro-food companies with two respondents in each company, structural equation models were used.

This paper has been drawn up to provide some responses to the needs of the companies to be ambidextrous while applying QHRP. The findings show that there is a positive effect of QHRP on organizational ambidexterity. In addition, ambidextrous culture mediated the relationship between QHRP and organizational ambidexterity.

This research reveals key managerial aspects for QHRP implementation that facilitate firms to be more ambidextrous, and thus more efficient and innovative.

The authors illustrate the connection between quality-oriented human resource practices (QHRPs) and organizational ambidexterity under the dynamic capabilities theory. The findings contribute to the empirical evidence on the antecedents of organizational ambidexterity, and suggest that these specific QHRPs influence an organization's baseline beliefs and values and support the development of ambidextrous capabilities by means of an ambidextrous culture.

本文擬探討以質量為本的人力資源實務對組織雙元性的影響; 本文亦擬評定雙元性文化在以質量為本的人力資源實務與組織雙元性之間的關係上所扮演的中介角色。

數據取自350間綠色農產食品公司,而每間公司則有兩名應答者; 研究人員以結構方程模型進行分析。

草擬本文的目的,是要為那些於採用以質量為本的人力資源實務時需要成為雙元性的公司提供回應。我們的研究結果顯示,以質量為本的人力資源實務,對組織的雙元性是有積極和正面的效應。研究結果亦顯示,雙元性文化在以質量為本的人力資源實務與組織雙元性之間的關係上,起著中介調和的作用。

本研究展現了、若企業欲推行以質量為本的人力資源實務,以促進其雙元性,繼而成為更有效率和更具創新能力的企業,它們需致力於哪些關鍵性的管理事務呢?

我們闡明了在動態能力理論下,以質量為本的人力資源實務與組織雙元性之間的關聯。我們的研究結果,就組織雙元性的先例,提供了經驗性證據,就此,研究作出了貢獻。研究結果亦暗示,有關的特定以質量為本的人力資源實務,不僅會影響組織的基線信念和價值觀,還會通過雙元性文化,為雙元能力的發展提供支援。

This study aims to understand the impact of leadership styles on the sustainability of organizational energy, using the mediator role of organizational ambidexterity in family firms in Malaysia. To this end, dual-stage Structural Equation Modeling (SEM) and Artificial Neural Networks (ANN) were adopted to determine the leadership style of family firms in Malaysia.

An exploratory design (i.e. questionnaire) was used to collect data from 528 workers in the family firms in Malaysia.

According to the results, leadership styles and long-term organizational energy have a positive and significant relationship. Furthermore, organizational ambidexterity mediates the relationship between leadership styles and organizational energy sustainability. On the other hand, based on nonlinear and compensatory relationships, the ANN method predicted a bureaucratic leadership style typical in Malaysian family businesses. The results of this study indicate transformational, transactional and bureaucratic leadership styles affect sustainable organizational energy. Besides, organizational ambidexterity fully mediates the relationship between leadership styles and sustainable organizational energy. On the other hand, the results of non-compensatory relationships revealed organizational ambidexterity is the most determinant of sustainable organizational energy, followed by bureaucratic leadership. As a result, leadership styles encourage human resources to perform tasks with energy and vitality. In family businesses, bureaucratic leadership increases job immersion and positive motivations toward work challenges.

From a practitioner's perspective, leaders and practitioners must encourage creativity and idea generation to give members sufficient strength to work and focus on goals that support building sustainable organizational energy. A family business is a type of capitalism that significantly impacts employees. The family-owned businesses surveyed by first-generation families lack subsidiaries and are ingrained in a paternalistic culture that offers employees greater security at a lower wage. Although there are few details, the study sample size is small and has limitations. This study suggests that understanding the leadership styles on sustainable organizational energy and using the mediator role of organizational ambidexterity in the family business has immense value. Characteristics such as transformational, transactional and bureaucratic leadership styles have a significant role in sustainable organizational energy. Also, organizational ambidexterity is the mediator for the relationship between leadership styles and sustainable organizational energy.

This study sheds light on the effect of leadership styles on sustainable organizational energy through organizational ambidexterity in family firms. In this context, the novelty of this study includes two perceptions. The first explored the impact of exploration and exploitation on sustainable organizational energy. The second investigates linear and nonlinear relationships to predict sustainable organizational energy determinants.

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.

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

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.

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

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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.

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

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.

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

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.

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.

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.

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.

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.

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.

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.

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

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.

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.

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).

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.

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.

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).

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.

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.

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.