Ambidextrous intellectual capital in the haute cuisine sector

Abstract

Purpose This paper aims to conceptualize organizational ambidexterity and intellectual capital in the haute cuisine sector, describing their interrelation. Specifically, the study draws on the dimensions of intellectual capital as a lens to understand ambidextrous capabilities. Design/methodology/approach Three research questions were addressed using a qualitative methodology. The researchers conducted ten interviews with sector experts from haute cuisine restaurants. Findings The paper identifies the constituents of organizational ambidexterity and intellectual capital in the haute cuisine sector. It also frames how these elements interrelate each other to allow the generation of ambidextrous capabilities. Research limitations/implications The investigation was conducted in only one country and a single sector. Practical implications The study provides guidance for haute cuisine restaurant managers to simultaneously develop innovation and efficiency in everyday activities, without having to choose between these two strategic objectives. Results show they must focus on human capital, which is one of the most important strategic resources in haute cuisine restaurants. This paper can help managers to design the organizational structures, processes and routines that allow haute cuisine restaurants to be ambidextrous. Originality/value The understanding of organizational ambidexterity and intellectual capital, and their integration, is critical for successful hospitality operations; however, research in this area is still limited. This integration can help haute cuisine restaurants to develop ambidextrous capabilities through their intellectual capital, establishing mechanisms to integrate individuals and group capabilities within the organizations.

How does human resource management balance exploration and exploitation? The differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation

“…Thus, SC‐enhancing HR configurations play a vital role in allowing HC to voice their knowledge and ideas and fostering the interlink between HC‐enhancing HR configurations and exploratory capability. Therefore, in line with the findings of prior studies (De la Lastra et al, 2019; Turner & Lee‐Kelley, 2013), we argue that merely investing in HC‐enhancing HR configurations might be futile in tapping exploration when there are no vertical and horizontal relationships in which employees can continually improve themselves. Thus, the absence of either could make it difficult for the organization to induce exploratory capability.…”

Intellectual capital, organizational culture and ambidexterity in Colombian firms

“…The impact of each dimension of intellectual capital may also be unique to each industry. In research on industries such as haute cuisine in Spain, it has been found, for example, that organizations should generate adequate human capital as the first step to finally achieve ambidextrous capabilities (Fernández-Pérez de la Lastra et al , 2020). In the case of small- and medium-sized manufacturing companies in Pakistan, all three dimensions of intellectual capital have had a significant and positive impact on organizational ambidexterity (Mahmood and Mubarik, 2020).…”

Connecting the dots: a serial mediation of intellectual capital and organizational ambidexterity between high-performance work system and innovation performance

“…For instance, Kang and Snell (2009) concluded that in developing organizational ambidextrous learning each component of IC plays a distinctive role. Similarly, Fernandez-Perez de la Lastra et al. (2020) stated that human capital and social capital are significant in developing OA compared to organizational capital.…”