Developing learning ambidexterity and job performance: training and educational implications across the cultural divide

Lin, Chieh‐Peng; Cheung, Yuen-Kwan

doi:10.1007/s11846-022-00565-1

Cited by 10 publications

(3 citation statements)

References 65 publications

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“…Based on an organisational perspective, IA is defined as the ability of organisations to “simultaneously pursue both explorative (discontinuous or radical) and exploitative (incremental) innovation” (Junni et al 2013 .p.299). This ability has been argued as the most effective strategy for enhancing business performance (Açıkgöz et al 2021 ; Altındağ and Bilaloğlu Aktürk 2020 ), growth (Choi et al 2021 ; Kuo et al 2018 ; Liu et al 2019a , b ; Zhang et al 2019 ), internationalisation (Alayo et al 2021 ; Hsieh et al 2019 ), sustainability (Zhang and Zhang 2016 ) and competitive advantage (Lin and Cheung 2022 ; Martin et al 2017 ; Pangarso et al 2020a , 2020b ; Sijabat et al 2020 , 2021 ; Wang and Fang 2021 ; Ye et al 2018a ; Yu and Kim 2020 ). However, to successfully deal with the paradox of IA, organisations must invest in the development of innovative capabilities (Berraies et al 2019 ).…”

Section: Innovation Ambidexterity: a Backgroundmentioning

confidence: 99%

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

2023

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Innovation ambidexterity has emerged as a primary interest in management research due to the strategy’s support for adaptability and flexibility pursuant to competitiveness. While management studies investigate and explicate the socioeconomic and technological challenges of ambidexterity, there is a gap in knowledge on the determinants that underpin the management of ambidextrous organisations. To tackle this paucity, this article uses a systematic approach to review existing literature on innovation ambidexterity, identifying the main determinants for managing ambidexterity in organisations, and setting an agenda for future management research informed by these determinants. The review assembles and critically appraises 121 articles published between 2007 and 2021. It examines the research clusters, investigated industry sectors, research methodologies, management theories, and research contributions of studies on innovation ambidexterity. The review finds seven main determinants for managing ambidexterity consisting of: (i) process mechanisms, (ii) organisational learning, (iii) leadership styles, (iv) technology investments, (v) organisational contexts, (vi) environmental uncertainties, and (vii) institutional pressures. Using insights from the review process, the article proposes a set of management priorities and suggests seven areas for future ambidexterity research with respect to digital interdependence, organisational legacy, stewardship behaviour, technology sourcing, organisational resilience, environmental readiness, and institutional transformation. Theoretically, the article contributes to knowledge via a multi-level ‘wheel’ model of ambidexterity management that links management determinants to priorities, and managerially, the review offers a fresh perspective on management factors for ambidexterity.

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Section: Innovation Ambidexterity: a Backgroundmentioning

confidence: 99%

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

2023

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Section: Knowledge Sharing and Ambidexteritymentioning

confidence: 99%

“…The interplay between various knowledge assets in organizations can successfully trigger the pursuit of different forms of ambidexterity, such as synchronous seeking after exploration and exploitation by employees or even asynchronous pursuit of ambidexterity within different time frames (Ali et al , 2022). At the individual level, the pursuit for exploration and exploitation is seen as the learning ambidexterity of individuals in an organization (Lin and Cheung, 2023). Organizational ambidexterity, on the other hand, is viewed as organization’s ability to successfully balance exploiting existing products through incremental innovation and exploring new opportunities to implement more radical innovation (Andriopoulos and Lewis, 2009).…”

Section: Literature Reviewmentioning

confidence: 99%

Intra-organizational knowledge sharing, ambidexterity and firm performance: evaluating the role of knowledge quality

Dzenopoljac,

Muhammed

et al. 2024

JKM

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Purpose This study aims to examine how knowledge sharing contributes to organizations’ ambidexterity, their overall performance and the role of knowledge quality in this relationship. Knowledge sharing is conceptualized based on tacit and explicit dimensions, and ambidexterity is viewed as comprising exploitative and explorative capabilities. Design/methodology/approach This study uses a cross-sectional survey-based research design and structural equation modeling to test the proposed model of knowledge sharing and knowledge quality in organizational ambidexterity and the related hypotheses. Findings The results indicate that tacit knowledge sharing has a significant, direct impact on the exploitative and explorative capabilities of the organization and indirectly impacts both dimensions of ambidexterity (i.e. exploitative and explorative) through knowledge quality. In contrast, explicit knowledge sharing does not have a significant impact on knowledge quality and affects only the exploitative extent of ambidexterity. Both exploitative and explorative capabilities significantly impact organizational performance. Originality/value To the best of the authors’ knowledge, this study is the first study to empirically examine the role of knowledge quality in the context of knowledge sharing for ambidexterity, especially within the context of organizations in the United Arab Emirates.

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The impact of innovation type on the performance and social responsibility of French manufacturing companies

2023

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Developing learning ambidexterity and job performance: training and educational implications across the cultural divide

Cited by 10 publications

References 65 publications

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

Intra-organizational knowledge sharing, ambidexterity and firm performance: evaluating the role of knowledge quality

The impact of innovation type on the performance and social responsibility of French manufacturing companies

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