Ambidextrous Culture Research Articles

Transformational Leadership and Innovative Work Behavior: The Mediation-Moderation Model of Ambidextrous Culture

Transformational Leadership and Innovative Work Behavior: The Mediation-Moderation Model of Ambidextrous Culture

Ambidextrous cultural values in the management of organisational ambidexterity

PurposeThis paper first analyses the direct effect of quality management practices (QMPs) on organisational ambidexterity (OA). It then analyses the mediating influence of the values of ambidextrous culture (AC). A novel theoretical model is tested in a quantitative study of the organic agri-food sector.Design/methodology/approachQuantitative methods and an online survey were used to collect and analyse 239 valid questionnaire responses. The data analysis method was partial least squares (PLS).FindingsThere is a relationship between QMPs and OA. AC partially mediates this link, strengthening the direct relationship between the two variables.Originality/valueThe proposed model is novel and creates opportunities for new lines of research. The concept of QMPs is considered in all its dimensions (processes, people, customers and suppliers). The study reaffirms the importance of the novel concept of AC in the literature. In this study, OA is defined in terms of the balanced processes of exploitation and exploration. The choice of sector is another original feature of the study.

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 Organizational Ambidextrous Culture in Manufacturing Enterprises on Service Innovation Performance

With the development of the service economy, the service-oriented transformation of the manufacturing industry has become a crucial strategy pursued by major manufacturing enterprises globally. They must constantly innovate their services and provide customers with comprehensive solutions to succeed in a dynamic market environment. Improving service innovation performance becomes a key element. Based on the service-dominant logic, this paper analyzes the organizational ambidextrous culture in the manufacturing industry’s service transformation. A theoretical model is established with ambidextrous culture as the independent variable, service innovation performance as the dependent variable, external collaboration and internal collaboration as the mediating variables, and environmental uncertainty as the moderating variable. This study examines how an ambidextrous culture affects service innovation in manufacturing companies based on data from firms engaged in service innovation. By using the structural equation modeling for hypothesis testing, SPSS and AMOS version 23.0 software for analyzing, the following conclusions are obtained: first, organizational ambidextrous culture has a significant positive impact on service innovation performance; second, external collaboration and internal collaboration play mediating roles in the relationship between ambidextrous culture and service innovation performance; third, environmental uncertainty positively moderates the relationship between ambidextrous culture, internal and external collaboration, and service innovation performance.

Ambidextrous Leadership and Employee Voice Behavior: The Role of Work Motivation and Ambidextrous Culture.

PurposeIn the current competitive environment of increased uncertainty and instability, it is of significance to promote employee voice behavior. To discuss the issue of how to promote employee voice behavior both effectively and reasonably, this study focuses on ambidextrous leadership, which consists of two seemingly opposite yet potentially complementary behaviors—transformational and transactional leadership—and investigates its influence mechanism on employees’ voice behavior, using work motivation as a mediator and ambidextrous culture as a moderator.MethodsEnterprise employees and their direct supervisors from 78 work teams in China were surveyed, and 387 sets of paired data were analyzed using data analysis software, such as HLM, SPSS, and AMOS.ResultsThe results reveal that ambidextrous leadership can significantly positively predict employee voice behavior. Employee work motivation plays a partial mediating role in the positive correlation between ambidextrous leadership and voice behavior. Additionally, organizational ambidextrous culture positively moderates the correlation between ambidextrous leadership and the work motivation of employees. The greater the ambidextrous culture of teams is, the stronger the positive correlation between ambidextrous leadership and the work motivation of employees.ConclusionLeadership plays an important role in promoting employee voice behavior. Therefore, understanding how ambidextrous leadership style can effectively promote voice behavior is important for companies to utilize the power of their employees to respond quickly to change and drive innovative transformation. This study contributes to existing research by revealing how ambidextrous leadership impact employee voice behavior through work motivation, which provides new evidence for the emerging ambidextrous leadership theory and helps to understand the relationship between employee work motivation and voice behavior more comprehensively; it also identifies organizational ambidextrous culture as organizational context factor which moderate the effect of ambidextrous leadership on work motivation.

Achieving career satisfaction through fostering innovation: lessons from the engineering profession in the Australian public sector

AbstractThis paper proposes a novel approach that integrates the capability of empirical validation of structural equation modelling (SEM) and the prediction ability of Bayesian networks (BN). The Hybrid SEM–BN approach was used as a decision support framework to examine the interplay between salient organisational constructs and their ability to influence engineers’ career satisfaction in the Australian Public Service (APS). The results emphasise that the ambidextrous culture for innovation was the most important factor that needed to be implemented in their organisation. Managerial implications are recommended for senior managers on how they can implement innovation culture to increase workplace innovation, which could, in turn, help reduce the turnover rate of engineers employed in the APS.

Bottom-up model helps organizations to develop “ambidextrous” culture balanced between “exploitation” and “exploration”

Purpose A Danish researcher reviewed the literature on ambidexterity in order to develop an “innovation capacity building” framework. Design/methodology/approach The researcher proposed a bottoms-up model based around a feedback loop between the management team and employees. Findings The theory is that the process enables employees to move to a more ambidextrous culture through an organic process of self-learning. Originality/value The author said there was a lack of analysis in the existing literature about the process of creating an ambidextrous culture.

Cannibalize and combine? The impact of ambidextrous innovation on organizational outcomes under market competition

How can a firm achieve ambidexterity? The present study proposes that the answer to this question lies in the distinction between ambidextrous culture and ambidextrous innovation. Drawing upon organizational learning theory and the source-position-performance framework, we propose that ambidexterity requires the adoption of two important organizational cultures, willingness to cannibalize (WTCA) and willingness to combine existing knowledge (WTCO), which allow firms to attain superior performance through the implementation of both radical and incremental (i.e., ambidextrous) innovations. Our major contribution lies in addressing the important debate in the literature on whether exploration and exploitation are complements or substitutes. Furthermore, competition intensity is a key condition that determines the degree to which the two types of organizational cultures and the two types of innovations are necessary for superior firm performance. The study uses data from multiple respondents from 199 Chinese firms. Our findings thus suggest that WTCA and WTCO, which are traditionally treated as opposites, are complements in generating radical innovations.

The mediating role of ambidextrous organisational culture on absorptive capacity and innovative performance

The mediating role of ambidextrous organisational culture on absorptive capacity and innovative performance

Ambidextrous culture, contextual ambidexterity and new product innovations: The role of organizational slack and environmental factors

AbstractContextual ambidexterity, defined as the simultaneous pursuit of alignment and adaptability at business unit, is linked to several organizational outcomes including improved performance and innovation outcomes. Extant research posits ambidextrous organizational culture as an important enabler to contextual ambidexterity but suffers from a lack of a well‐meaning scale for the same. In addition, there is very little understanding as to how tasking and facilitating environment can be on firms' endeavour for contextual ambidexterity and the outcomes thereof. Therefore, the current piece of research has twin objectives using two separate studies. First, to develop a scale for ambidextrous organizational culture construct and second, to analyse the role played by the external forces (munificence and dynamism) and internal slack resources on the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes through an empirical investigation in India. Using structural equation modelling on data from 414 respondents, we found environmental munificence to strengthen the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes. On the other hand, environmental dynamism had a dampening impact on these relationships. Our findings also suggest that for low slack organizations, dynamic and unmunificent environments magnified the negative impact on an organisation's ambidexterity efforts and new product innovation outcomes.

Pathways to workplace innovation and career satisfaction in the public service

PurposeThe purpose of this paper is to study the influence of two climates for innovation constructs, namely, leadership and organisational culture, on workplace innovation and career satisfaction.Design/methodology/approachThis study used structural equation modelling to test the data from 3,125 engineering professionals in the Australian Public Service (APS).FindingsThe structural model indicated that leadership for innovation and ambidextrous culture for innovation influenced workplace innovation which, in turn, improved career satisfaction. Moreover, modelling revealed a significant relationship between ambidextrous culture for innovation and career satisfaction. This study also investigated mediation effects and revealed both simple and sequential mediation paths in the model. It was found that improving workplace innovation and career satisfaction through recognition of an engineer’s contribution to their agency would assist in retaining and advancing in-house engineering expertise.Practical implicationsThe structural model could be used to address current shortages of engineering professionals in the Commonwealth of Australia departments. The findings emphasise the importance of Commonwealth departments providing opportunities for their engineers to engage in creative and innovative projects which enhance their professional career.Originality/valueThis study fills the gap in the innovation literature by exploring the relationships through which socio-psychological factors affect workplace innovation and career satisfaction on the innovation process for engineering professionals in the APS.

The Exploratory Study on the Ambidexterity of Public Organizations

본 연구는 조직 양면성(organizational ambidexterity)의 개념을 공공기관에 적용하여 조직단위로 조직 양면성을 측정하고 기관유형 및 경영평가 결과와의 관련성을 파악하는 데 목적이 있다. 지금까지 조직 양면성을 다룬 선행연구에서는 조직의 혁신, 문화, 리더십 등의 측면에서 양면성의 개념을 정의하고 선행변수를 도출하고 조직성과에 미치는 영향을 분석하는 내용을 중심으로 이루어 져왔으며 연구대상은 대부분 민간기업으로 한정되어 있다. 두 가지 성격의 서로 다른 활동, 즉 단기적 성과와 효율을 강조하는 활동과 장기적 투자와 탐색활동을 통한 혁신, 개발을 강조하는 활동을 동시에 한 조직에서 추구해 나가는 특성은 빠른 환경변화에 대처하고 장기간 기업의 수명을 이어나가면서 지속가능성을 가능하게 하는 필수적인 요건으로 등장하게 된 것이다. 공공기관 역시 변화하는 환경에 대처하기 위한 전략적 선택이 필요한 상황이므로 양면성을 어떤 방식으로 반영할 것인지에 대한 논의가 필요하다고 본다. 이상의 배경에 근거하여 본 연구에서는 다음과 같이 연구문제를 설정하였다. 첫째, 공공기관의 양면성 정도는 어떠한가? 둘째, 공공기관의 기관유형, 즉 시장형 공기업, 준시장형 공기업, 위탁관리형 준정부조직, 기금관리형 준정부조직, 기타공공기 관에 따라 조직 양면성 정도에 차이가 있는가? 셋째, 경영평가 대상인 공기업, 준정부기관의 양면성 정도는 경영평가 결과와 어떠한 관련성이 있는가? 이러한 연구문제를 토대로 연구가설을 도출하였다. 이론적으로 조직양면성의 개념을 검토하였으며 조직양면성의 개념을 공공기관에 적용한 선행연구에 근거하여 국내 공공기관의 조직양면성을 측정하는 도구를 선정하였다. 선정한 측정항목을 중심으로 설문지를 구성하여 국내 공공기관 142곳을 대상으로 설문조사를 수행하였다. 분석 결과, 기관유형별로, 경영평가 결과별로 조직양면성 정도에 유의한 차이가 나타났다. 기관유형별로는 시장형 공기업과 기금관리형 준정부조직의 양면성이 높게 나타났고, 경영평가 결과는 높은 점수를 받은 집단의 양면성 정도가 높은 것으로 나타났다. 연구결과를 토대로 시사점과 향후 연구방향을 제시하였다.The purposes of this research are to measure organizational ambidexterity of public organizations by organizational unit and to understand the relationship with a type of organization and result of management evaluation. In previous researches dealing with organizational ambidexterity, researchers defined the concept in terms of organizational innovation, culture, and leadership. They analyzed the effect of ambidexterity on organizational performance and limited research subjects to private companies. Ambidex-terity means an organization’s ability to conduct activities that emphasize short-term performance and efficiency and activities that emphasize innovation and development at the same time and within the same organization. This character has emerged as an indispensable requirement to enable sustainability by coping with rapid changes in the environment and continuing the lifespan of a long-term company. Public institutions also need to make strategic choices to cope with changing environments. Therefore it is necessary to discuss how to reflect ambidexterity to the public organization. Based on the above background, the research questions were set as follows. First, what is the degree of ambidextrous culture of public organizations? Second, is there any difference in organizational ambidexterity according to the type of public organization? Third, how relevant is the degree of ambidexterity of public organizations to management evaluation results? Based on these research questions, research hypotheses were derived. Theoretically, we examined the concept of organizational ambidexterity and selected a tool to measure organizational ambidexterity in Korean public organizations based on the previous studies applying the concept of organizational ambidexterity to public organizations. The questionnaire consisted of the selected items and the survey was conducted on 142 public institutions in Korea. As a result of the analysis, there was a significant difference in the degree of organizational ambidexterity depending on organizational type. The market-type public organization and the fund-managed quasi-government organization were high in ambidexterity, and the management evaluation result showed that the high score group had a high degree of ambidexterity. Based on research results, implications and future research directions are suggested.

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders’ ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

The mediating role of quality on the relationship between cultural ambidexterity and innovation performance

Firms’ competencies and competitive advantages erode and are required to continually update and change through learning. Organisational learning is a prerequisite for the creation and acquisition of knowledge, both catalysts for innovation. There are two processes of learning, exploitation (incremental) and exploration (discontinuous). Organisational excellence can in part be achieved by ambidexterity, that is, by the balanced pursuit of both incremental and discontinuous change by organisations. An ambidextrous organisational culture can be an important factor for a firm’s innovation capability. Thus, factors affecting organisational culture towards learning may advance innovative capability. Quality also plays an important role to knowledge creation and innovation behaviour. Indeed, knowledge management can improve innovation performance via total quality management practices. Quality, then, may serve as a mediator between organisational learning culture and innovation outcomes. Using the Organization's for Economic Cooperation and Development and European Union established criteria for technological intensity, as well as knowledge – intensity criteria, 480 Greek mid-to-high technology and Small and Medium Enterprises (SMEs) were contacted with 54 eventually participating. Statistical analysis (partial least squares-structural equation modeling) confirms the mediating role of the quality competitive capability on the association between exploitation and exploration-oriented organisational cultures and innovation performance. The study is cross-sectional, thus causality of the relationships under investigation cannot be justified. The cultural context should also be considered, since field research was conducted in Greece suffering from deep financial recession. The importance of quality competitive capability, in order to interpret organisational ambidexterity into innovative action in mid-to-high technology Greek SMEs during the financial crisis, guides managerial implications.

The Joint Influence of Strategic Planning and Ambidextrous Culture on Organizational Ambidexterity

Prior studies on the influence of strategic planning on innovation activities have led to ambiguity as to whether it helps or hinders innovative activities. We extend this discussion by investigati...

양면성 조직문화의 상황 조건 연구

양면성 조직문화의 상황 조건 연구