Link on, Link off: Data-driven management of organizational networks for ambidexterity

Belik, Ivan; Knudsen, Eirik Sjåholm

doi:10.1016/j.jbusres.2022.113555

Cited by 3 publications

(5 citation statements)

References 72 publications

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“…Thus, ambidexterity has a significant positive moderating effect on the relationship between IC and FP. This supports the determination that the effect of a firm's resources on its performance must be orchestrated, and therefore, it depends on its management [1], [8], [56], [18], [55], [82], [61], [59], [48], [116], [9], [117]. This also supports the findings of other studies, demonstrating that managerial ambidexterity moderates the relationship between business-related variables [85], [60], [47], [48], [20].…”

Section: Discussionsupporting

confidence: 87%

“…Consequently, business administration literature underscores the significance of MA in boosting the FP of companies [49], [50], [52]. Over the past decade, ambidexterity has gained prominence in organisational or business unit-level research; however, theoretical and empirical attention at the management level has been scarce [56], [57], [58]. In this sense, recent studies have shifted their focus of exploration and exploitation from the organisational level to the individual level (manager-entrepreneur) to understand how MA affects FP outcomes [59], [52].…”

Section: Introductionmentioning

confidence: 99%

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Intellectual Capital and Financial Performance in Small Manufacturing Companies: The Moderating Effect of Managerial Ambidexterity

Ortiz-Regalado,

Guevara

2024

IEEE Access

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We verify the moderating effect of managerial ambidexterity on the relationship between intellectual capital and financial performance of small manufacturing companies in Peru. The study used a quantitative, non-experimental, cross-sectional design. The sample consisted of 506 small manufacturing firms. To determine the hypothesised model's validity and reliability, we performed an exploratory factor analysis using a rotated component matrix to group questions within their corresponding constructs. Next, we assessed convergent and discriminant validity using measures such as Cronbach's alpha, composite reliability, and average variance extracted. Finally, we tested the model hypotheses using structural equation modelling. SPSS 27 and AMOS 24 were used for all analyses. The study showed that there is a partial moderating effect of managerial ambidexterity on the relationship between intellectual capital and financial performance of small manufacturing firms in Peru. Additionally, statistical analysis showed that managerial ambidexterity moderates the direct relationship between structural capital and relational capital with financial performance, while no moderation effect was observed for human capital. This study provides valuable information for academia and management as it is the first to analyse the relationship between intellectual capital and financial performance, considering the moderating effect of managerial ambidexterity in small manufacturing firms in Peru. This innovative approach makes a significant contribution to scientific knowledge by investigating how managerial ambidexterity affects the financial performance of businesses in emerging economies, an area that has received little prior research.

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Section: Discussionsupporting

confidence: 87%

Section: Introductionmentioning

confidence: 99%

Intellectual Capital and Financial Performance in Small Manufacturing Companies: The Moderating Effect of Managerial Ambidexterity

Ortiz-Regalado,

Guevara

2024

IEEE Access

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“…This growing interest is not without reason; developing technologies are radically changing the organisational processes underlying R&D and strategic renewal. For example, just as the marketing-oriented organisations of the 2000s formulated their strategic decisions in a significantly different way from the product-oriented organisations of the 1960s, the path taken by data-driven organisations when formulating decisions is completely different from that of their predecessors (e.g., Habjan et al, 2014;Herterich et al, 2016;Clemons et al, 2017;Kiron, 2017;Belik and Knudsen, 2023). In the same way, not only how we formulate strategic renewal, but also how we implement it, is changing.…”

Section: Introductionmentioning

confidence: 99%

“…T he link between information technology (IT) 1 and organisational outcomes is attracting increasing levels of interest from scholars in the fields of management and information systems (e.g., Lioukas et al, 2016;Cai et al, 2019;Urbinati et al, 2020;Hanelt et al, 2021;Volberda et al, 2021;Olan et al, 2022;Belik and Knudsen, 2023). This growing interest is not without reason; developing technologies are radically changing the organisational processes underlying R&D and strategic renewal.…”

Section: Introductionmentioning

confidence: 99%

IT as a driver of R&D processes and strategic renewal

Tuncdogan,

Wang,

Volberda

et al. 2024

R & D Management

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Recent advancements in information technology are profoundly impacting a variety of business functions across different industries. R&D and strategic renewal, as critical drivers of organisational innovation, are particularly influenced by these tectonic shifts in the technological landscape. In response, there has been a growing interest among business academics and practitioners in understanding how these technologies can be leveraged to maximise benefits and foster the creation of new value in organisations. This editorial paper proposes a moderated mediation model that provides a comprehensive view of the connections between IT‐related antecedents and outcomes in R&D, strategic renewal, and innovation performance. Through this model, we elucidate the pathways through which IT impacts organisational processes and identify key areas for future research. Additionally, we introduce six papers published in this special issue that explore these themes across various contexts, contributing to the discourse on the strategic implications of IT in digital transformation and business sustainability.

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“…Furthermore, recognizing the enablers of HR analytics can assist organizations in prioritizing their investments in HR analytics projects, allowing them to focus on the important areas that will have the most impact on the success of their HR analytics program. Finally, knowing the enablers of HR analytics will assist firms in laying a solid basis for HR analytics, which can be a vital source of competitive advantage in today’s data-driven corporate climate (Belik and Knudsen, 2023). Therefore, it is important to identify the enablers of HR analytics, especially in IT firms.…”

Section: Introductionmentioning

confidence: 99%

Identifying the enablers of HR digitalization and HR analytics using ISM and MICMAC analysis

Verma

Rana

Meher

2023

IJOA

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Purpose This study aims to identify the enablers of human resource (HR) digitalization and HR analytics. This paper also aims to build a relationship map using interpretive structural modeling. Design/methodology/approach A systematic literature review is used to identify the key enablers of HR digitalization and HR analytics. Ten expert opinions have been taken from the key officials of IT firms located in New Delhi North Central Region. Findings This study is focused on the enablers of HR analytics. It is found that change management (CM) in the organization is the key enabler of implementing HR digitalization and analytics in an organization. However, other elements like learning culture, training and development, E-learning management and HR transformation (HRT) play a vital role in implementing HR analytics. It is also found that implementing artificial intelligence for HR practices is the ultimate goal for every organization. Research limitations/implications Management teams in IT firms should focus on the continuous learning process in the organization. The CM should be expedited for digitalization and adoption of HR analytics. Managers must go through the ramification of HRT, which possesses diligence in HR analytics and artificial intelligence. Originality/value This study explicitly talks about the enablers of HR digitalization and HR analytics. It also explores the relationship between the enablers. This study also describes the driving and dependence power of all the enablers.

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Link on, Link off: Data-driven management of organizational networks for ambidexterity

Cited by 3 publications

References 72 publications

Intellectual Capital and Financial Performance in Small Manufacturing Companies: The Moderating Effect of Managerial Ambidexterity

Intellectual Capital and Financial Performance in Small Manufacturing Companies: The Moderating Effect of Managerial Ambidexterity

IT as a driver of R&D processes and strategic renewal

Identifying the enablers of HR digitalization and HR analytics using ISM and MICMAC analysis

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