Examining the Antecedents of Ambidextrous Behaviours in Promoting Creativity among SMEs in Malaysia

Poon, Wai Chuen; Mohamad, Osman; Yusoff, Wan Fauziah Wan

doi:10.1177/0972150918779267

Cited by 22 publications

(14 citation statements)

References 90 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Paradoxical frames elicit an implicit or explicit sense of conflict and enhance complex thinking among individuals (Sarooghi et al, 2015). As such, the ability to reconcile differences encourages individuals to use a broad and flexible method to incorporate information and ability to break out of the norm (Amabile, 2013), thus influencing individual creativity and innovativeness (Poon et al, 2018b). From the perspective of dynamic capability, an individual's creativity and innovativeness are viewed as a sustainable competitive advantage and a unique critical asset for SMEs.…”

Section: Introductionmentioning

confidence: 99%

Organisational context and behavioural complexity affecting ambidextrous behaviours among SMEs

Poon

Mohamad

2020

IJOTB

Self Cite

View full text Add to dashboard Cite

PurposeThe purpose of this paper is to examine the antecedents of exploitative and explorative behaviours and to give valuable insight into the role of ambidextrous behaviours in developing creativity and innovativeness among owner-managers in SMEs.Design/methodology/approachA review of existing literature was carried out and drawing upon owner-managers, a survey using structured questionnaires was carried out with a total of 183 useful responses received. The proposed model was analysed using SmartPLS v2.3.7.FindingsThe empirical result suggests that behavioural complexity and organisational flexibility encourages exploitative and explorative behaviours, while ambidextrous behaviours encourage creativity and innovativeness. Rigidity, on the other hand, hinders the cultivation of ambidextrous behaviours.Originality/valueThe paper entails useful implication by demonstrating that flexibility enables owner-managers to reconcile competing demands and consequently, cultivate innovative outcomes. In this regard, business owner-managers must learn implicitly how to juggle these contradictory demands, suggesting an internal balancing mechanism independent of the organisational context and individual behavioural complexity. This paper suggests that cultivation of exploitative and explorative behaviours among owner-managers is useful in encouraging ambidextrous behaviours among SMEs.

show abstract

Section: Introductionmentioning

confidence: 99%

Organisational context and behavioural complexity affecting ambidextrous behaviours among SMEs

Poon

Mohamad

2020

IJOTB

Self Cite

View full text Add to dashboard Cite

show abstract

“…However, employees need technical meetings to create new ideas in their fields. Therefore, authors such as Poon et al [67] and Wipulanusat et al [68] show that ambidextrous behaviors, culture, and relationships positively influence creativity and innovation.…”

Section: Hypothesis 3b Employee Creativity Is Positively Related To mentioning

confidence: 99%

“…R&D is a one-dimensional variable with three items: number of employees dedicated to R&D, R&D expenses and hours dedicated to R&D [67].…”

Section: Research and Development (Randd)mentioning

confidence: 99%

Ambidextrous Relationships and Social Capability as Employee Well-Being: The Secret Sauce for Research and Development and Sustainable Innovation Performance

Muñoz-Pascual

Galende

2020

IJERPH

View full text Add to dashboard Cite

This study examines the effects that ambidextrous relationships, i.e., oriented relationships within a firm towards the development of exploitation activities and oriented relationships towards the development of exploration activities, have on employee performance in terms of creativity, research and development (R&D), and sustainable innovation performance. We contend that informal relationships affect employee creativity and R&D. However, formal relationships affect employee creativity and sustainable innovation performance. The purpose of this study is to inject new positive relationships into firms by examining ambidextrous relationships and the moderating role of social capability in the relationships–innovation effect. We empirically tested our hypotheses by using multisource data collected from 245 Spanish firms across 14 industries. Our structural equation models suggest that these two types of relationship predict employee creativity, which in turn increases sustainable innovation performance and R&D. The results reveal that the effects between informal relationships and creativity are stronger, as are the effects between formal relationships and sustainable innovation performance. A multigroup structural analysis also reveals that effects between informal and formal relationships, employee creativity, R&D, and sustainable innovation performance are stronger within firms that have employees with high social capability. The efforts and investments made in employee social capital support the development of new ideas, R&D, and innovation success. Support is provided for an ambidextrous Human Resource Management (HRM) approach which is relevant for innovation, and several practical recommendations and implementation guidelines for Small and Medium Enterprises (SMEs) are provided. This study provides a plausible explanation of two important management mechanisms for enhancing creativity—R&D and sustainable innovation performance. Relationships are malleable, and this study suggests that fostering formal and informal relationships might hold the key to sustainable innovation performance and unlocking desirable employee behavior.

show abstract

“…The role of management are, therefore, extremely vital in defining the success of any organisation. Successful organisation requires flexible leaders that possess unique capability to juggle internal and external demands (Poon et al, 2018b). Owner-managers that has the ability to search for new opportunity to create innovative product breakthrough while improving upon existing services are key element in determining the success and failure of the business (Kauppila and Tempelaar, 2016).…”

Section: Introductionmentioning

confidence: 99%

The impact of emotional intelligence on ambidextrous behaviours in small and medium enterprises in Malaysia

Poon¹,

Mohamad²

2020

IJSSS

Self Cite

View full text Add to dashboard Cite

This paper contributes to the growing body of research that focuses on the antecedents of ambidextrous behaviours, that is, understanding the role of emotional intelligence influencing ambidextrous behaviours. One central challenge caused by ambidextrous behaviours is the divergence mindset catering to the contradiction of exploitative and explorative behaviours. The manner in which owner-managers recognise with and act out contradictory demands provides an insight into the balancing act of ambidextrous behaviours. Following theory of dynamic capability, the present study sought to identify the role of emotional intelligence (EI) managing ambidextrous, exploitative and explorative behaviours among owner-managers from small and medium enterprises (SMEs) in Kuala Lumpur and Selangor, Malaysia. Out of 1,000 invited respondents, a total of 220 owner-managers participated in this research. 183 useable data were analysed using partial least squares (SmartPLS v3.2.7), result suggests that EI positively influence exploitative and explorative behaviours. Interestingly, though, data indicates EI negatively influences ambidextrous behaviours. Furthermore, ambidextrous behaviours were found to positively influencing business performance. This study adds to the limited theoretical and empirical understanding of the role of EI and ambidextrous behaviours. This present study concludes by highlighting the implications and significance of these findings for theory, managerial practice, and future research.

show abstract

Examining the Antecedents of Ambidextrous Behaviours in Promoting Creativity among SMEs in Malaysia

Cited by 22 publications

References 90 publications

Organisational context and behavioural complexity affecting ambidextrous behaviours among SMEs

Organisational context and behavioural complexity affecting ambidextrous behaviours among SMEs

Ambidextrous Relationships and Social Capability as Employee Well-Being: The Secret Sauce for Research and Development and Sustainable Innovation Performance

The impact of emotional intelligence on ambidextrous behaviours in small and medium enterprises in Malaysia

Contact Info

Product

Resources

About