Abstract
Purpose: This study aims to determine whether organisations in emerging economic contexts demonstrate ambidexterity for sustainable performance in the long term and what the effects of environmental turbulence are on the ambidexterity and sustainable performance relationship. Design/methodology/approach: This study used self-administered questionnaires and telephonic surveys. The sample consisted of profit-seeking organisations from many different industries within South Africa, including, but not limited to, manufacturing, business services, finance, hospitality and tourism, and retail and wholesale. The research was conducted during the 2017 financial year. Findings/results: It was found that moderate to strong relationships exist between the two sub-dimensions of ambidexterity and sustainable performance. The findings depict a strong relationship between exploration and exploitation as the sub-dimensional constructs of ambidexterity, reinforcing existing literature on simultaneous exploration and exploitation. There was no statistically significant information, indicating that environmental turbulence moderates the ambidexterity and sustainable performance relationship. Practical implications: Considering the strong positive relationship between the two sub-dimensions of ambidexterity and sustainable organisational performance, it is advisable for management of South African organisations to focus on ambidextrous strategies for sustaining performance in turbulent environments. Originality/value: This study contributes to the limited body of knowledge investigating ambidexterity as a dynamic capability in an emerging economic context. Moreover, this study contributes to clarify the ambidexterity and sustainable performance relationship in terms of whether organisations can simultaneously explore and exploit and what type of relationship exists between ambidexterity and sustainable performance as previous studies delivered mixed results.
Highlights
According to O’Reilly and Tushman (2004, p. 74): The Roman god Janus had two sets of eyes – one pair focusing on what lay behind, the other on what lay ahead
It delivered positive results, proving this relationship exists. This indicated that organisational ambidexterity, known in this study as simultaneous exploration and exploitation, and sustainable long-term performance were positively related
Management is advised to look into adopting the ambidextrous strategy of simultaneous exploration and exploitation for improved short-term performance that can be sustained over the long term because of dual focus on current and future market opportunities
Summary
According to O’Reilly and Tushman (2004, p. 74): The Roman god Janus had two sets of eyes – one pair focusing on what lay behind, the other on what lay ahead. General managers and corporate executives should be able to relate. 74) used this analogy to describe the ambidextrous behaviour required for organisations in the dynamic business environment that exists today. Growing competition is driving organisations to employ non-traditional management tools and techniques to stay competitively relevant and achieve sustainable success (Chukhray, 2012; Easterby-Smith, Lyles, & Peteraf, 2009; Hung, Yang, Lien, McLean, & Kuo, 2010). Business environments in the 21st century are classified as hypercompetitive, ambiguous and/or turbulent by many scholars 2; Peteraf, Di Stefano, & Verona, 2013, p. Business environments in the 21st century are classified as hypercompetitive, ambiguous and/or turbulent by many scholars (Deviatykh & Sobakina, 2014, p. 1; Easterby-Smith et al, 2009, p. 2; Peteraf, Di Stefano, & Verona, 2013, p. 1406)
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