How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital

Lee, Jee Young; Jeung, Wonho; Kim, Joon-ho

doi:10.1017/jmo.2017.38

Cited by 37 publications

(37 citation statements)

References 65 publications

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“…In that sense, our findings offer validation to literature suggesting that successful employees nowadays need to be ambidextrous, in other words, not only able to grow and develop, but also to do so in a way that shows awareness of dangers and a concern for efficiency (Kao & Chen, 2016). Such employees can reach maximum performance (Lee et al, 2019) and become assets for their organizations (Ybema et al, 2020).…”

Section: Discussionmentioning

confidence: 99%

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Petrou

Xanthopoulou

2020

Applied Psychology

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Meta‐analyses on job crafting reveal that while approach‐oriented job crafting (e.g., increasing job resources or challenging job demands) relates positively to employee performance, avoidance‐oriented job crafting (e.g., decreasing hindering job demands) has either non‐significant or negative implications for employee functioning. However, the joint effects of approach and avoidance job crafting remain an underdeveloped area of research. We administered a three‐week diary survey among 87 employees to test interaction effects of approach and avoidance job crafting on employee (other‐referenced and past‐referenced) work performance and employability. Results revealed that decreasing hindering job demands related positively to other‐referenced performance when increasing social job resources was higher than employees’ average, and to past‐referenced performance when increasing structural job resources was higher than employees’ average. Also, decreasing hindering job demands related negatively with employability only at lower levels of increasing challenging job demands, while the relationship was non‐significant at higher levels of increasing challenging demands. These results indicate that considering job crafting strategies in tandem adds to our understanding of their role for employee functioning.

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Section: Discussionmentioning

confidence: 99%

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Petrou

Xanthopoulou

2020

Applied Psychology

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“…In line with Han et al [41], the group with ambidextrous organizational culture (i.e., adaptive and consistent culture) emphasized the individual subjectivity to make choices and to develop themselves, and allowed the task-related differences to be congruent with the organizational norms. According to Junni et al [42] and Lee et al [43], the ambidextrous organizational culture have shown positive effects on the organizational performance. Furthermore, such ambidextrous culture constructed by the adaptive culture and consistent culture or shared vision and organizational diversity, was regarded as a causal organizational resource for organizational outcomes [10,19,41].…”

Section: Organizational Ambidexterity Ambidextrous Leadership and Cumentioning

confidence: 99%

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

Zheng

Xie

et al. 2017

Sustainability

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Most studies in the project management field emphasized the effects of leaders or managers, but these effects have rarely been examined at the project level. To cover this research gap, this study applies organizational ambidexterity theory to examine the effects among ambidextrous leadership, ambidextrous culture and sustainability-based project performance. Using a valid sample of 217 project leaders and members from Chinese construction projects, the method of multiple linear regression was adopted to assess the direct relationship among ambidextrous leadership, ambidextrous culture and project performance. Moreover, the bootstrapping technique through structural equation modeling, has been used to analyze the mediating effect of ambidextrous culture. Additionally, the sample data was divided into different groups according to the median value of the variables to conduct the ANOVA and to assess the within-group differences. The results indicated a positive and direct relationship that ambidextrous leadership has on project performance and ambidextrous culture. In addition, there was also a mediating impact of ambidextrous leadership on project performance via ambidextrous culture. Thus, ambidextrous leadership combined with transformational leadership as well as transactional leadership likely has a stronger positive impact on project performance through fostering the adaptive culture and consistent culture. Our findings contribute to an in-depth understanding of the role of the leader and culture for project outcomes. The project-based organization in construction projects could train project leaders' ambidextrous leadership behavior to facilitate the formation of an ambidextrous culture and to increase project performance. Moreover, this study enriches the existing literature on leadership and project management by highlighting the important path of ambidextrous leadership and ambidextrous culture on the performance at the project level and going beyond the single leadership behavior or single culture.

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“…P sychological Capital (PsyCap) reflects an 'individual's positive psychological state of development,' characterized by the psychological resources of hope, self-efficacy, resilience and optimism (Luthans, Youssef, & Avolio, 2007: 3). Previous research suggests it is an important predictor of desirable outcomes including job performance, job satisfaction, work-family enrichment, organizational commitment and psychological well-being (e.g., Avey, Reichard, Luthans, & Mharte, 2011;Lee, Seo, Jeung, & Kim, 2017;Mishra, Bhatnagar, Gupta, & Wadsworth, 2017). Although PsyCap has mainly been examined at the individual level, a small number of studies have demonstrated positive associations between team-level PsyCap and team performance (Clapp-Smith, Vogelgesang, & Avey, 2009;Peterson & Zhang, 2011;Mathe, Scott-Halsell, Kim, & Krawczyk, 2017).…”

Section: Introductionmentioning

confidence: 99%

A cross-level model of team-level psychological capital (PsyCap) and individual- and team-level outcomes

Dawkins

Martin

Scott

et al. 2018

Journal of Management & Organization

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Psychological capital (PsyCap) is a higher-order construct reflecting the psychological resources of hope, efficacy, resilience and optimism. This study adopted a multilevel approach to investigate relationships between team-level PsyCap and team- and individual-level outcomes. We also compared two compositional models of aggregation to represent team-level PsyCap. Findings revealed significant associations between team-level PsyCap and team- (performance and satisfaction) and individual-level (job satisfaction, turnover intent) outcomes, particularly when a referent-shift model of aggregation was employed. We also investigated PsyCap strength to explore the degree to which team member consensus regarding PsyCap perceptions may moderate these relationships. We found that team PsyCap strength had a significant influence in the prediction of most outcomes. Our findings emphasize the importance of fostering team-level positivity, as the benefits of team-level PsyCap can operate at both the individual and team level. Theoretical and practical implications of the findings are discussed, along with avenues for future research.

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How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital

Cited by 37 publications

References 65 publications

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Ambidextrous Leadership and Sustainability-Based Project Performance: The Role of Project Culture

A cross-level model of team-level psychological capital (PsyCap) and individual- and team-level outcomes

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