Ambidextrous Capabilities Research Articles

Navigating Dualities: A Literature Review of the Role of Organizational Learning in Fostering Ambidexterity

In the evolving landscape of organizational management, the simultaneous pursuit of exploitation and exploration has heightened interest in organizational ambidexterity. This literature review synthesizes key studies to explore the relationship between organizational learning and ambidexterity, focusing on how learning influences and integrates ambidextrous capabilities. The review examines the theoretical and practical importance of balancing these dual strategies, emphasizing their role in long-term success. To provide a structured analysis, the literature is organized into six key themes, offering a comprehensive view of how different aspects of learning contribute to ambidexterity. Methodologically, the review systematically analyzes peer-reviewed articles from the last two decades, offering insights into how learning processes enhance both explorative and exploitative activities. The findings underscore the value of embedding learning in cultural and structural dimensions to promote adaptability and innovation, providing significant implications for organizational leaders and scholars.

Research on the mechanism of digital innovation ecosystem embeddedness on the digital innovation performance of complementary enterprises: evidence from China

PurposeIn the era of the digital economy, the digital innovation ecosystem is an important vehicle to alleviate enterprises' resource and capability constraints and thus improve their digital innovation performance. Embedding digital innovation ecosystems for survival and development opportunities has become a new strategic choice for enterprises. However, how digital innovation ecosystem embeddedness affects the digital innovation performance of complementary enterprises has not yet been fully revealed. This study examines whether digital innovation ecosystem embeddedness affects the digital innovation performance of complementary enterprises through ambidextrous capabilities (exploration and exploitation) and the moderating role of strategic flexibility.Design/methodology/approachA field survey was conducted in China, collecting survey data from 578 complementary enterprises in advanced manufacturing industries embedded in digital innovation ecosystems. This study applies multiple regression analysis to verify the relevant hypotheses.FindingsThe results confirmed that (1) digital innovation ecosystem embeddedness has a significant positive effect on complementary enterprises' digital innovation performance; (2) Ambidextrous capabilities play a partial mediating role in the relationship between digital innovation ecosystem embeddedness and complementary enterprises' digital innovation performance. (3) Strategic flexibility positively moderates the effect of digital innovation ecosystem embeddedness on ambidextrous capabilities and digital innovation performance.Practical implicationsThe findings, intended to guide enterprises that complement the digital innovation ecosystem to achieve digital innovation and performance improvement, highlight the importance of eco-embedded strategies, ambidextrous capabilities and strategic flexibility.Originality/valueThe finding enriches antecedent research on digital innovation performance and provides practical insights for firms to embed themselves in digital innovation ecosystems to improve performance.

Green Intellectual Capital Driving Environmental Performance: The Mediating Role of Green Ambidexterity and Moderating Influence of Environmental Ethics

This empirical investigation explores the relationship between Green Intellectual Capital (GIC) and Environmental Performance (EP) within Pakistan’s pharmaceutical industry. Employing quantitative methods and data form 286 respondents, findings reveal a positive correlation between GIC and EP. The significant and positive association between GIC and Green Ambidextrous Innovation (GAI) unveils a novel pathway for leveraging intellectual capital to foster innovation in environmentally sustainable practices within organizations. Moreover, the study underscores the pivotal role of GAI in enhancing EP, emphasizing its potential as a catalyst for environmental performance improvement. The observed moderating effect of GAI on the relationship between GIC and EP highlights the importance of cultivating ambidextrous capabilities to fully harness the benefits of intellectual capital for environmental sustainability. Additionally, the interaction between Environmental Ethics (EE) and GAI reveals s strong effect, underscoring the significance of ethical considerations in shaping organizational responses to environmental challenges. These findings offer valuable insights for scholars and industry practitioners, informing strategies for enhancing environmental performance and competitive advantage in the pharmaceutical sector, while contributing to the academic discourse on green innovation and corporate sustainability.

Network Ambidextrous Capabilities, Routine Replication, and Opportunity Iteration of Digital Startups—Evidence from China

Network Ambidextrous Capabilities, Routine Replication, and Opportunity Iteration of Digital Startups—Evidence from China

Construction 4.0 technology and lean construction ambidexterity capability in China’s construction industry: a sociotechnical systems perspective

Purpose This study aims to explore the level of adoption of Construction 4.0 (C4.0) technologies and of Lean Construction (LC) ambidexterity capability in China’s construction industry. By incorporating C4.0 and LC ambidexterity into a sociotechnical systems (STS) framework, this research provides practical insights for construction practitioners and companies seeking C4.0 and LC. Design/methodology/approach The study adopts the questionnaire survey method. Data was obtained from Chinese construction professionals working on projects using C4.0 technologies. The data were analysed using mean score ranking and three nonparametric techniques, including the Wilcoxon signed-rank test and the Spearman rank correlation. Findings According to the ranking analysis, building information modelling and offsite construction have the highest adoption level, while additive manufacturing and blockchain rank lowest. Digital technology is more widely used in China’s construction industry than in physical technology. Many C4.0 technologies are significantly correlated with LC ambidexterity. Based on the STS perspective, we propose a holistic approach that incorporates C4.0 technologies and LC ambidexterity. Originality/value Conceptually, the study incorporates C4.0 and LC ambidexterity into the STS framework. Empirically, this study fills the gap in the current literature by exploring the level of C4.0 technology adoption in the Chinese construction industry, as well as the level of LC ambidexterity capabilities. Construction companies can use this framework to make strategic decisions regarding investments in LC practices and the adoption of C4.0 technologies, such as investing in staff skill training and new technology deployment to adapt to the ever-changing environment.

Interplay of emerging industrial technologies, ambidexterity, and sustainability: The case of the textile sector

The global consumer market demands personalized products and it is quite challenging for the manufacturing industry to address the consumer requirements along with optimal production. In order to curb customization and production challenges, emerging industrial technologies (EIT) are adopted by the industries such as artificial intelligence (AI), internet of things (IoT), autonomous robots (AuR), and mobile technologies (MT). However, this technological transformation may impact organizational sustainability due to EIT's higher capital investment, lack of skilled personnel to operate EIT, and EIT dependency on extensive energy consumption. In addition, EIT must resonate with the sustainable ways of production and consumption which again brings in another challenge of balancing sustainability and production. Ambidextrous practices may enable industrial stakeholders to explore and exploit this disparity. Therefore, it is required to explore the impact of EIT on organizational sustainability along with the mediation of ambidextrous practices which is a notable gap in the existing literature. The sample is taken from Pakistani textile industry to estimate the relationship between the research variables while a quantitative survey approach was adopted to collect data from textile industry professionals. The collected data from 192 respondents was analyzed using partial least square structural equation modeling (PLS-SEM) method in SmartPLS 4. The findings reveal a differential influence of EIT on the organizational sustainability dimensions, significant impact in the case of AI, complementary mediation of OA with AuR, competitive mediation of Organizational Ambidexterity for IoT, and fully mediated by Organizational Ambidexterity for MT. The study enriches the dynamic capabilities framework, highlighting Organizational Ambidexterity as essential for effective technological integration to achieve sustainability. For practitioners and policymakers, this research offers a strategic roadmap for leveraging EIT aligned with organizational sustainability objectives, advocating for the development of ambidextrous capabilities to navigate implementation hurdles effectively.

Big Data Analytics, Strategic Capabilities, and Innovation Performance: Mediation Approach of Organizational Ambidexterity

Our study explores the critical role played by organizational ambidexterity capabilities in the link between big data analytics, strategic innovation capabilities, and innovation performance. We developed a conceptual framework based on resource-based and dynamic capability views to examine the direct and indirect relationships among main variables. We used a quantitative approach to collect data from 172 Saudi IT and Telecom firms. We then employed structural equation modeling through Smart-PLS to test the study hypotheses. Our findings revealed that big data analytics and strategic innovation capabilities have a significant impact on organizational ambidexterity and then on innovation performance. Ambidexterity capability mediates between big data analytics capabilities and innovation performance and between strategic innovation capabilities and innovation performance. Our study contributes to the literature on big data and innovation. It offers valuable insights into the potential impacts of big data analytics, strategic innovation, and ambidexterity capabilities on innovation performance. It demonstrates how significantly boosting a firm’s capabilities for improved firms’ innovation performance can potentially enhance performance outcomes (e.g., competitiveness and sustainability). These findings provide managers with meaningful implications regarding the innovation performance that can be achieved by leveraging these important resources and capabilities.

Identifying the exaptation potential of supply chain resilience capabilities during COVID-19: insights from Australia

ABSTRACT What happens to newly built resilience capabilities when the pandemic is over? Using the concept of exaptation, we investigate how supply chain organizations have repurposed supply chain resilience capabilities post-pandemic. In particular, we examine the degree of ambidexterity capabilities to identify the exaptation potential from the newly acquired supply chain resilience capabilities during a disruptive event. In this paper, we (1) adopt a framework that depicts four types of different exaptation potential for supply resilience based on the management constructs of exploitation and exploration capabilities and (2) use the results from a related survey among 447 supply chain managers in Australia to subsequently analyse the exaptation potentials post COVID-19. The integration of the exaptation potential into supply chain literature opens a new chapter on how resilience capabilities are utilized, and we found that the majority of supply chains are able to simultaneously pursue and develop exploitative and exploratory capabilities.

Digital transformation as the driving force for sustainable business performance: A moderated mediation model of market-driven business model innovation and digital leadership capabilities

Global organizations are still facing challenges in achieving sustainable performance despite the surge in digital technologies. It is imperative that firms invest in digital capabilities to secure sustainable market performance in the face of a barrage of novel inventions. Today, ensuring a resilient future demands business to focus on digital ambidexterity capabilities (i.e., exploitation and exploration), digitalized strategy adoption, and digital transformation. This study investigates the intricate dynamics between digital capabilities and digitalization strategies and their impact on sustainable business performance. The research employed a questionnaire-driven methodology to gather data from managerial personnel within industries. Results show that digital exploitation and exploration capabilities significantly enhance sustainable business performance. The research also establishes the beneficial effect of adopting a digitalization strategy on business performance and innovation. Market-driven business model innovation emerges as a critical factor, not only driving sustainable performance but also serving as a mediating link between various digital strategies and business success. Moreover, the study highlights the importance of digital leadership capabilities, further strengthening the relationship between innovative business models and sustainable performance. The findings underscore the synergistic effect of digital competencies and strategic digitalization in promoting sustainable and innovative practices in today's digital-driven business landscape.

Enhancing strategic decision-making: The role of business intelligence tools and organizational ambidexterity

The study aims to investigate the influence of business intelligence on decision-making quality, considering organizational ambidexterity as a moderating factor. The sample included a broad group of professionals from the high-technology segment, surveying 450 respondents; 254 valid responses were obtained from senior executives, supervisors, and analysts. These respondents were selected as they had a clear ability for a deeper dive into strategic goals and international expansion strategies, effectiveness in capacities, and daily financial management improvement. The results showed that with the use of business intelligence tools, organizations were in a better position to provide a higher quality of strategic decision-making (p < 0.01) as it helped in the functioning of new opportunities to identify and capitalize, while keeping an eye on the current capabilities. The study underscores that organizational ambidexterity is one of the most dominant causes (p < 0.01) for the effective realization of the benefits of business intelligence. Thus, for effective decision-making, it is crucial for organizations to synergize business intelligence tools with their ambidextrous capabilities. This underscores the significant role of organizational ambidexterity as a moderator and further demonstrates its importance in optimizing the use of business intelligence to improve strategic decision-making processes.

Scaling circular economy business models: A capability perspective

AbstractIn a context of growing environmental challenges, circular economy (CE) business models appear necessary for business to contribute positively to the ecological transition. While platform business models have been identified as a new and promising model in CE, we still lack a fine‐grained understanding of the critical capabilities involved in developing and scaling them. To fill this gap, we build on a single case study of Phenix, a French‐based fast‐growing start‐up in the food industry, tackling the issue of food waste. We identify three core managerial capabilities involved in the successful scaling of Phenix's business model. In addition to ecosystem orchestration capabilities, we identify two types of ambidextrous capabilities – forms of ambidexterity operating both at the organizational and at the institutional level. Our analysis highlights the importance of considering these capabilities in a bundle as they collectively contribute to the performance and scaling potential of the business model. We also call for an increased consideration of the role of institutional factors in shaping opportunities to design and scale profitable business models.

A servant perspective of leadership and knowledge co-creation process for IT/IS exploration-exploitation innovation in the B2B enterprise context

PurposeThis study aims to build an integrated model for information technology (IT)/information system (IS) team exploration and exploitation innovation in the business-to-business (B2B) enterprise context by empirically investigating the mediating role of tacit-explicit knowledge co-creation and exploring the behavior approach of servant leaders for IT/IS team exploration-exploitation innovation.Design/methodology/approachThe authors' analysis was supported by 182 enterprise-IT/IS teams (403 participants) in Taiwan. The authors used a questionnaire and Structural Equation Model (SEM)-SmartPLS to validate the development model. This study examines IT/IS exploration-exploitation innovation using a combination of quantitative survey research and qualitative case studies.FindingsThe specific roles of direct and mediating effects for two innovations of IT/IS team exploration and exploitation were investigated. The findings show a direct effect of knowledge creation (tacit and explicit) on IT/IS team exploration-exploitation innovation. Servant leader behavior positively influences tacit-explicit knowledge co-creation practices, IT/IS team exploration and exploitation. Moreover, knowledge creation (tacit and explicit) successfully mediates the correlation between servant leaders and IT/IS team innovations (for exploration and exploitation).Practical implicationsManagers, IT/IS consultants and enterprises at the executive level are suggested to encourage knowledge co-creation practices, both tacit and explicit to support their IT/IS team innovation. The greater the degree of explicit knowledge (i.e. socialization and internalization) and tacit knowledge creation (i.e. externalization and combination), the greater will be the opportunities for meeting the enterprise-IT/IS team exploration and exploitation innovation goals. The project manager may follow servant leadership behavior to promote effective knowledge co-creation process on the IT/IS team.Originality/valueThis effort contributes to greater and new understanding of how ambidexterity capability, tacit-explicit knowledge co-creation (mediators) and servant leaders for IT/IS team exploration-exploitation innovation in the B2B enterprise context and new foundations for future studies on a cross-enterprise IT/IS team. This research is also the first empirical effort to understand how a servant perspective leadership contributes through the knowledge co-creation process for IT/IS exploration-exploitation innovation.

Enhancing supply chain resilience: The role of SC-ambidexterity and SC-agility

This research aims to explore the significance of supply chain (SC) resilience by integrating SC-Resilience and SC-Ambidexterity concepts. SC-Ambidexterity refers to the simultaneous application of SC-Adaptability and SC-Alignment capabilities within the supply chain. In line with the dynamic capabilities view (DCV) of the firm, this research adopts a quantitative approach to investigate the relationship between variables in the context of manufacturing and production companies in Pakistan, specifically in Karachi. The results of this case study have revealed a strong positive impact of SC-Ambidexterity on SC-Resilience, confirming the significance of adopting concurrent and synchronized supply chain capabilities. Furthermore, the analysis indicated that SC-Agility plays a crucial role as a mediator in the relationship between SC-Ambidexterity and SC-Resilience. The findings suggest that organizations that proactively invest in developing both ambidextrous capabilities and agility are more likely to achieve a higher level of supply chain resilience, enabling them to effectively navigate turbulent business environments.

Strategic Entrepreneurship, Digital Ambidextrous Capability and the Growth Performance of New Ventures

Strategic Entrepreneurship, Digital Ambidextrous Capability and the Growth Performance of New Ventures

The Multifaceted Role of Social Capital for Achieving Organizational Ambidexterity and Supply Chain Resilience

With the increasing frequency and impact of disruptions (i.e., in the wake of COVID 19, Suez Canal blockage), researchers and practitioners are faced with an ongoing challenge to enable supply chain resilience. Drawing on the theory of paradox and ambidexterity, this study highlights paradoxes in enabling supply chain resilience and proposes that firms manage such paradoxes by developing an ambidexterity capability. We build a research model hypothesizing the role of social capital that enables organizational ambidexterity to realize supply chain resilience. The model is tested using structural equation modeling comprising survey data of 204 Pakistani manufacturing firms. Based on the results of this article, our overall model finds support with the exception that cognitive capital is not related to ambidexterity. This research contributes to the further conceptualization of paradoxes in supply chain resilience and advances the theory for a more comprehensive understanding of the impact of organizational social capital on ambidexterity.

Organizational Ambidexterity and Resilience: Moderating Effect of Transformational Leadership

Businesses are still learning how to cope with system stress that overwhelmed the whole world during the Global Financial Crisis (GFC) in 2007-2008, COVID-19 pandemics in 2020, and other crises. Thereby, enterprises will be able not only to deal with uncertainty, that is becoming a “new standard”, but to benefit from it. As a result, the focus of the leaders has shifted from short-term, operational continuity to resilience. Earlier research suggested organizational ambidexterity as one of its antecedents and key factors for firms’ long-term survival and prosperity. However, little is known about the leadership role in ambidexterity literature. Most of the previous research were conducted in developed countries and placed emphasis on conceptual studies. Thus, the main purpose of this study is to statistically examine the moderating effect of transformational leadership in the relationship between organizational ambidexterity and resilience using a sample of 323 usable questionnaires gathered from more than 80 Kazakhstani firms. The results of regression analysis statistically confirmed that organizational ambidexterity positively and significantly correlated with resilience. Further, results revealed the moderating role of transformational leadership in the linkage above. The study came up with an unexpected finding that transformational leadership directly and significantly influences resilience. The primary practical implication of this study is that leaders realize the feasibility of their investments in developing ambidextrous capabilities in their organizations and, particularly, senior management, since it was statistically proven in this research that it leads to higher resilience.

Decoding Employee ambidexterity: Understanding drivers, constraints, and performance implications for thriving in the evolving work landscapes - A scoping review

Employee ambidexterity (EA) is becoming increasingly recognised as a significant factor in enhancing individual and organisational performance across diverse industries. Ambidexterity refers to the capacity to exploit and explore organisational resources simultaneously. Scholars from diverse industry sectors have been motivated to delve deeper into the topic of EA due to its growing popularity. The objective of conducting a scoping review was to scrutinise the existing literature and identify the key drivers and constraints that impact EA to thrive in the changing work landscape. The insights gained from this review can assist decision-makers in formulating effective strategies to cultivate the ambidexterity skills of their workforce and achieve desirable outcomes. This review adheres to the PRISMA-ScR protocol. Articles were obtained from databases including Scopus, Web of Science, and EBSCOhost (Academic Search Complete, Business Source Complete). The body of literature concerning EA is in its nascent stage. 23 articles assessing EA's performance outcomes were identified using targeted search terms and thorough screening. After conducting a thorough thematic analysis using the iterative categorisation (IC) technique, tailored for scoping a review, we successfully identified twenty-nine factors contributing to the enhancement of EA, meticulously organised into five distinct categories: organisational factors, social connectedness, employee behaviour, employee personality, and work environment related factors. Similarly, we discovered four factors that impede EA: functional tenure, team identification, bounded discretion, and conscientiousness. Our findings underscore the profound impact of employee ambidexterity on distinct types of performance. Among the sixteen types of performance reported to be enhanced by EA, ten are linked to individual performance, while six are tied to organisational performance. Notably, our analysis revealed that nearly all studies have relied on cross-sectional research methods except for one. However, we advocate for the exploration of longitudinal studies as they hold the promise of offering a more comprehensive understanding of EA. The paper presents valuable insights into how to cultivate ambidextrous capabilities in the workforce for unparalleled success in today's rapidly evolving work environment. Additionally, it identifies several intriguing avenues for future research that could further elucidate and bridge existing knowledge gaps.

Quality-oriented human resource practices (QHRP), ambidextrous culture and organizational ambidexterity: a study of green agro-food companies

PurposeThe 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.Design/methodology/approachDrawing on data from 350 green agro-food companies with two respondents in each company, structural equation models were used.FindingsThis 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.Practical implicationsThis research reveals key managerial aspects for QHRP implementation that facilitate firms to be more ambidextrous, and thus more efficient and innovative.Originality/valueThe 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.

Influence of digital ambidextrous capabilities on SMEs' transformation performance: The mediating effect of business model innovation

As the global digital transformation process accelerates, how SMEs can successfully achieve digital transformation is currently an important research question in the field of strategic management and a real-life dilemma that entrepreneurs need to address. This study classifies business model innovation into market-driven business model innovation and driving-market business model innovation based on market orientation theory. The relationship between digital ambidextrous capabilities, business model innovation and transformation performance is explored according to the paradigm of ‘capability-behaviour-performance’. This study used SEM and fsQCA to analyze 289 questionnaires collected from middle and senior managers of Chinese SMEs. The results show that digital exploitation capability is positively associated with market-driven business model innovation, while digital exploration capability is positively associated with driving-market business model innovation. In particular, business model innovation plays a fully mediating role in the process of digital ambidextrous capabilities enhancing the transformation performance. Our findings shed new lights on the current debate surrounding the digital transformation of SMEs and will be instructive for both academics and business managers.

Intelligent manufacturing for strengthening operational resilience during the COVID-19 pandemic: A dynamic capability theory perspective

The occurrence of unexpected crises, such as the COVID-19 pandemic, creates a serious disruption in business operations, causing many companies to reassess the way they operate and seek new ways to enhance efficiency and resilience. Intelligent manufacturing may provide greater flexibility and adaptability, but less is known about whether and how intelligent manufacturing improved operational resilience during the COVID-19 pandemic. The present study aims to address this gap in knowledge by comparing the operational resilience before and after the pandemic between companies that adopted intelligent manufacturing and those that did not. Drawing upon dynamic capability theory, this study explores the impact of intelligent manufacturing on operational resilience via ambidextrous capability during the COVID-19 pandemic, as well as the moderating role of managerial myopia. To test hypotheses, this study used the difference-in-differences (DID) approach by collecting 3960 observations from 1980 Chinese listed companies in 2019–2020. The findings suggest that intelligent manufacturing aids companies in developing operational resilience in times of crisis. It also enables companies to develop ambidextrous capability which further enhances operational resilience. However, managerial myopia tends to weaken the positive effect of intelligent manufacturing on operational resilience. The findings extend the current understanding of enhancing operational resilience and provide insights for companies to adopt intelligent manufacturing to improve their operational resilience during disruptive times.