Ambidexterity in Public Organizations with an Emphasis on Managers’ Psychological Capital

Ghanizadeh, Sohrab; Ardabili, Farzad Sattari; Kheirandish, Mohammad; Rasouli, Eshagh; Hassanzadeh, Mohammad

doi:10.33844/ijol.2021.60518

Cited by 3 publications

(5 citation statements)

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“…The managers' role in supporting innovation has been looked at from many perspectives, such as boundary-spanning leadership (Bekkers et al, 2014), entrepreneurial leadership (Miao et al, 2018), or courage (Bason, 2018) as important types of leadership abilities required to promote innovation. Other studies have examined managers' psychological traits as a source of organisational performance (Sohrab et al, 2021). When it comes to innovation support in PSOs, managers are often, as stated by Lidman et al (2022, p. 104) "wedged between expectations and conditions when public organisations implement innovation support".…”

Section: Contextual Conditions For Supporting Innovationmentioning

confidence: 99%

“…Previous studies on ambidexterity have mainly focused on the organisational level (Pertusa-Ortega et al, 2021;Turner et al, 2013). The empirical studies that have been done at the individual level have often looked at ambidexterity through individual managers (Kobarg et al, 2017;Palm & Lilja, 2017;Smith & Umans, 2015;Sohrab et al, 2021) but often across multiple organisations. According to Mueller et al (2020), the question of how organisations can be become more ambidextrous is not addressed, and there is a gap with regard to the links between levels of analysis.…”

Section: Introductionmentioning

confidence: 99%

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Organisational ambidexterity across multiple levels of analysis – The importance of routinization for promoting innovation

Berglund

2024

EJWI

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The concept of organizational ambidexterity, balancing act between the conflicting demands of exploit and explore, has been a part of the discussion in innovation research for a long time. Managers ability to balance tensions is a crucial capacity for organisations to be able to promote and support innovation. However, there is still a lack of research which takes multiple levels of analysis into account, how organisations can become ambidextrous, and which focuses on a single organisation. The study is a qualitative case study which investigates the balancing of tensions in a Swedish municipality and the connections between the organisational and individual levels of contextual ambidexterity. The article identifies a low ambidextrous environment, how this is affected by the interplay between the two levels of analysis where the organsational mechanism enforce routines which contributes to a lack of ability to balance tensions amongst individuals and at a group level. Further, in low ambidextrous environments, behaviors amongst individuals does not appear to be enough to promote organisational ambidexterity. The article finds the routinization of innovation to be an important step for organisations which wish to improve the environment for ambidexterity. The article contributes to the understanding of ambidexterity by the need to focus on both mechanisms and behaviors, as well as the aggregated group level, to further develop the understanding of how public sector organisations promote and support innovation.

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Section: Contextual Conditions For Supporting Innovationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Organisational ambidexterity across multiple levels of analysis – The importance of routinization for promoting innovation

Berglund

2024

EJWI

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“…Tablo 2'de bulunan alt boyutlar değerlendirildiğinde, mevcut boyutlara ilave olarak hepsinin aynı anda kullanıldığı çalışma bulunmamaktadır. Mevcut boyutlarla birlikte, bazı çalışmalarda pozitif psikolojik sermaye 7-8 alt boyutlu (Ghanizadeh, Sattari Ardabili, Kheirandish, Rasouli ve Hassanzadeh, 2021;Guojuan vd., 2010), bazı çalışmalarda ise mevcut boyutlarla birlikte 5 alt boyutlu (Heslop, Drew, Stojanovski, Bailey ve Paul, 2018;Oja vd., 2019;Xu vd., 2016) olarak çalışılmıştır. Bu kapsamda pozitif psikolojik sermayeye yeni boyutların eklendiği 13 çalışma ayrıntılı olarak incelenmiştir.…”

Section: şEkil 2 Pozitif Psikolojik Sermayenin Yıllara Göre çAlışılma...unclassified

Pozitif Psikolojik Sermayenin Mevcut ve Muhtemel Alt Boyutlarının Literatürdeki Seyri: Bibliyometrik Bir Analiz

ŞEVİK¹

2023

MANAS Sosyal Araştırmalar Dergisi

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Bu çalışma pozitif psikolojik sermayenin literatürdeki gelişim düzeyini alt boyutlar perspektifinden değerlendirmek maksadıyla yapılmıştır. Luthans, Youssef ve Avolio (2007b) çalışmalarında pozitif psikolojik sermayenin alt boyutlarına bilişsel (yaratıcılık ve bilgelik), duyuşsal (öznel iyi oluş, akış deneyimi, mizah anlayışı), sosyal (minnettarlık, bağışlayıcılık ve duygusal zekâ) ve üst düzey (maneviyat, otantiklik ve cesaret) özellikler kapsamında potansiyel boyutların gelecekte eklenebileceğini belirtmişlerdir. Pozitif psikolojik sermayenin hali hazırda en çok kullanılan öz yeterlilik, umut, iyimserlik ve dayanıklılık alt boyutlarına eklenecek potansiyel pozitif yapılar, kavramı geliştirecek ve güçlendirecektir. Luthans vd. ’nin (2007b) pozitif psikolojik sermayenin alt boyutlarının genişletilmesi beklentilerinin karşılanma durumunu tespit etmek maksadıyla Web of Science veri tabanı kullanılarak pozitif yapıları içeren bibliyometrik analiz yapılmıştır. 18 Mart 2023 tarihi itibariyle literatürde pozitif psikolojik sermayenin çalışıldığı 1904 çalışma tespit edilmiş olup bunlardan 302 çalışmada pozitif psikolojik sermaye potansiyel pozitif yapılarla birlikte çalışılmıştır. 302 çalışmaya yönelik yapılan içerik analizi sonucunda sadece 13 çalışmada pozitif psikolojik sermayenin alt boyutlarının pozitif yapılarla genişletildiği sonucuna ulaşılmıştır. Pozitif psikolojik sermaye ile ilgili yapılan 1904 çalışmanın % 0,7’sinde alt boyutlara potansiyel pozitif yapılar eklenmiştir. Bu kapsamda literatürde pozitif psikolojik sermayenin çoğunlukla mevcut dört boyutlu yapısının kullanıldığı ancak Luthans vd. ’nin (2007b) gelecekteki eklenecek potansiyel alt boyutlara yönelik beklentilerinin karşılanmadığı sonucuna ulaşılmıştır. Çalışmada pozitif psikolojik sermayenin yapısının geliştirilmesi ve genişletilmesine yönelik gelecekte yapılacak çalışmalara tavsiyelerde bulunulmuştur.

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“…Psychological capital allows individuals to move beyond the challenges and setbacks that are inherent to creative work (Sweetman et al, 2011). In addition, psychological capital helps explain the behavioral differences between individuals and managers which could be useful for predicting resistance to or support of innovation (Ghanizadeh et al, 2020). Due to their positive affective and cognitive appraisals, individuals with high psychological capital persevere in the face of problems, find and implement more constructive and useful solutions to problems, and view the outcomes of their effort in a more positive light.…”

Section: Organizational Ambidexterity and Psychological Capitalmentioning

confidence: 99%

“…While various studies have highlighted the important role of organizational ambidexterity in the growth and survival of organizations and its positive effect on organizational performance (Kauppila & Tempelaar, 2016;Junni et al, 2013;Gibson & Birkinshaw, 2004), these studies have mainly focused on the private sector (Smith & Umans, 2015). There are very few studies on ambidexterity and performance in the public sector (Cannaerts et al, 2020;Ghanizadeh et al, 2020) with mixed results (Junni et al, 2013). Some studies have found a positive relation-ship (Gibson & Birkinshaw, 2004;Lubatkin et al, 2006), some a negative relationship (Atuahene-Gima, 2005) and some a contingent effect .…”

Section: Introductionmentioning

confidence: 99%

Psychological Capital and Organizational Performance: The Mediating Role of Organizational Ambidexterity

et al. 2022

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Background and purpose: Today’s dynamic environment is increasingly pressuring public organizations to be simultaneously flexible and efficient. The purpose of this study was to examine the mediating role of organizational ambidexterity in the relationship between psychological capital and the perfor-mance of public organizations that have bureaucratic limitations to their activity and are not as competitive as the private sector. Methods: A questionnaire was developed and distributed among the employees of Management and Planning Organizations in 31 provinces in Iran, and a total of 373 questionnaires were returned. The data was analysed using CFA to validate the measures, and then the mediating effects of organi-zational ambidexterity was tested. Results: The results indicated the significant relationship between psychological capital and organizational performance (B=0.55) and the positive mediation effect of organizational ambidexterity on this relationship (0.333). Conclusion: The findings can help managers of public organizations to enhance their organizational performance by strengthening psychological capital and ambidexterity.

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Ambidexterity in Public Organizations with an Emphasis on Managers’ Psychological Capital

Cited by 3 publications

References 0 publications

Organisational ambidexterity across multiple levels of analysis – The importance of routinization for promoting innovation

Organisational ambidexterity across multiple levels of analysis – The importance of routinization for promoting innovation

Pozitif Psikolojik Sermayenin Mevcut ve Muhtemel Alt Boyutlarının Literatürdeki Seyri: Bibliyometrik Bir Analiz

Psychological Capital and Organizational Performance: The Mediating Role of Organizational Ambidexterity

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