Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need?

Caniëls, Marjolein C.J.; Veld, Monique

doi:10.1080/09585192.2016.1216881

Cited by 127 publications

(143 citation statements)

References 52 publications

(106 reference statements)

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“…It should be noted that this increase is not at the expense of reducing the other, i.e., is not mutually exclusive. According to Caniëls and Veld (2016), combining explorative and exploitative activities yields three situations: a balanced situation, in which explorative and exploitative activities are equally present or absent; an unbalanced situation, in which explorative activities exceed exploitative activities; and an unbalanced situation exploitative activities exceed explorative activities. In the same vein, Good and Michel (2013) took a cognitive perspective of employee ambidexterity and argued that to attain ambidexterity, employees have to be able to flexibly rotate either simultaneous or rapidly sequential between exploration and exploitation in environments that are changing.…”

Section: Employee Ambidexteritymentioning

confidence: 99%

“…Both exploitation and exploration are learning-related activities. Employee ambidexterity is a multidimensional construct refers to behavioral orientation of employees to combine exploitation and exploration associated activities in a definite period of time (Caniëls and Veld 2016;Kang and Snell 2009;Gibson and Birkinshaw 2004). Instead of being a psychological trait, ambidexterity is an individual behavioral capability to engage in and rotate between paradoxal task elements (Kauppila and Tempelaar 2016).…”

Section: Employee Ambidexteritymentioning

confidence: 99%

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Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance

2018

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Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, hence motivating employee innovative performance. Applying the ambidexterity theory of leadership for innovation, results revealed that leader opening and closing behaviors positively predicted employee exploration and exploitation behaviors, respectively, above and beyond the control variables. Moreover, results showed that employee innovative performance was significantly predicted by leader opening behavior, leader closing behavior, and the interaction between leaders' opening and closing behaviors, above and beyond control variables. Keywords: Ambidextrous leadership, Ambidextrous employee, Employee innovative performance BackgroundOver the last decade, there has been an enormous interest in theory and research on organizational ambidexterity. Long-term development and success rely on the organization's ability to exploit its current competencies while simultaneously exploring essentially new competencies. Organizations are constantly facing accelerating macro-and microlevel environmental changes, challenging to become dynamic and adapt to the unstable and heterogeneous context. Therefore, it is crucial for organizations to continuously adapt to external threats and opportunities and react with innovations and structural alignments. Organizational literature claimed that successful organizations within dynamic environments are ambidextrous which are aligned and efficient in the present while adaptable to future changes (Kauppila and Tempelaar 2016;Taródy 2016;Cao et al. 2009).Researchers have claimed that ambidexterity is not only a significant antecedent of innovation at the organizational level, but also teams and individual workers have to deal with the tension between exploration and exploitation to be innovative. Leadership has been considered to be one of the most influential predictors of worker innovation and organizational development (Zacher et al. 2016;Hunter et al. 2011;Bledow et al. 2009). It has been argued that leaders have to encourage both exploration and exploitation behaviors among their employees, and hence the combination of high levels of both employee Journal of Innovation and Entrepreneurship © The Author(s). 2018Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made.Alghamdi Journal of Innovation and Entrepreneurship (2018) 7:1 https://doi.org/10.1186/s13731-018-0081-8 exploration and exploitation behaviors should result in high innovative performance (Rosing et al. 2011). The ambidexterity theory of leadership for innovation posits that leaders who engage in ambidextrous leadership behavior, i.e., opening and cl...

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Section: Employee Ambidexteritymentioning

confidence: 99%

Section: Employee Ambidexteritymentioning

confidence: 99%

Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance

2018

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“…Finally, the polynomial regression approach used here is helpful for understanding the complexities of the relationship between buyer and supplier dependence with respect to supplier satisfaction. Although the potential of the technique has already been elucidated by Kim Kim and Hsieh (2003), Caniëls and Veld (2016) and (Venkatesh & Goyal, 2010), studies into buyer-supplier relationships have left it unnoticed. Because this technique allows us to use buyer dependence and supplier dependence as two distinct constructs with separate measures, we do not reduce the available information, which is a drawback of current studies that collapse buyer and supplier dependence into a single score.…”

Section: Resultsmentioning

confidence: 99%

“…For analyses, we applied polynomial regression with response surface modelling (Edwards & Parry, 1993). This analysis technique has been used in a variety of fields, such as psychology (Caniëls & Veld, 2016;De Stobbeleir et al, 2016) marketing (Kim & Hsieh, 2003), innovation management , organizational behavior (Hecht & Allen, 2005;Kristof, 1996), information systems (Venkatesh & Goyal, 2010), and personnel psychology research (Shaw & Gupta, 2004;Venkatesh & Goyal, 2010). Polynomial regressions help to understand the impact of composite constructs on a dependent variables more precisely .…”

Section: Methodsmentioning

confidence: 99%

“…Mean SD CA VIF 1 2 3 We used polynomial regression with response surface analysis (Edwards, 1994;Shanock et al, 2010) to test the effects of dependence on supplier satisfaction. Although relatively unknown in the purchasing and supply management literature, this analysis technique is growing in popularity in a variety of fields, such as marketing (Kim and Hsieh, 2003), innovation , organizational behavior (Caniëls & Veld, 2016;Hecht & Allen, 2005), information systems (Venkatesh & Goyal, 2010) and personnel psychology research (Shaw & Gupta, 2004).…”

Section: Constructmentioning

confidence: 99%

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Preferred customer status, supplier satisfaction and their contingencies

Vos

2019

Supply Management Research

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High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

Al‐Agry

2021

Glob Bus Org Exc

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Many studies have shown that HR practices have a positive impact on organizational ambidexterity; however, few have examined both employees' motivation for ambidexterity together with their ability to achieve it, and even fewer have concentrated on organizations in the nonprofit sector. Drawing on the ability-motivation-opportunity framework, this study examines employees' ambidextrous behaviors as mediator between high-involvement HR practices and organizational ambidexterity. It addresses the lack of in-depth insights by examining ambidexterity at both the individual and the firm level, and addresses the lack of focus on nonprofit organizations by undertaking the study in a leading nonprofit hospital in Egypt. Based on a sample of 130 healthcare personnel, the results show that a "bundle" of high-involvement HR practices is positively related to organizational ambidexterity, and that employees' ambidextrous behaviors mediate the relationship between high-involvement HR practices and organizational ambidexterity. The results also highlight the value of high-involvement HR practices in encouraging employees' ambidextrous behavior through staffing, teamwork, and workgroup training, thus helping the organization to achieve ambidexterity.

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Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need?

Cited by 127 publications

References 52 publications

Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance

Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance

Preferred customer status, supplier satisfaction and their contingencies

High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

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