Organizational Ambidexterity, Entrepreneurial Orientation, and I-Deals: The Moderating Role of CSR

Abstract

The interaction between static and dynamic facets in organizational ambidexterity produces ''change'' energy for the organization. The purpose of the research therefore is to examine the predicting role of organizational ambidexterity for entrepreneurial orientation and idiosyncratic deals (i-deals). The moderating role of corporate social responsibility (CSR) in the effect of organizational ambidexterity on entrepreneurial orientation was also investigated. The cross-sectional data for SEM-based analysis were garnered from 427 supervisor-subordinate dyads from software companies in Vietnam business setting. The research findings confirmed the positive relationship between organizational ambidexterity and entrepreneurial orientation, which was moderated by CSR. Entrepreneurial orientation was also found as a strong predictor of i-deals.

Individual and group level antecedents in the development of idiosyncratic deals. A cross-level study

“…In addition, some skills, such as a political attitude and negotiating skills (Rosen et al, 2013), have been found to increase the possibility of concluding a customized agreement about the tasks and the flexibility of the work location. Moreover, career planning skills (Guerrero, Jeanblanc, & Veilleux, 2016), entrepreneurial orientation (Tuan, 2016) and employees' motivational goals (Ng & Lucianetti, 2016) have been found to have a positive relationship with the creation of i-deals. However, research on this topic is still in its initial stages and limited.…”

THE ROLE of ORGANIZATIONAL AMBIDEXTERITY TO INCREASE INNOVATION SPEED AND MARKETING PERFORMANCE of SMEs

“…Studi ini menggunakan variable organizational ambidexterity, innovation speed dan marketing performance. Organizational ambidexterity didefinisikan sebagai kemampuan perusahaan untuk menggunakan kemampuan meng-eksplorasi dan meng-eksploitasi sumberdaya yang mereka miliki secara bersama-sama (Nemanich and Vera, 2009 ambidexterity menggunakan 12 item pertanyaan yang diadopsi dari Tuan (2016). Enam pertanyaan mengukur exploration seperti: (1) selalu menggunakan teknologi baru untuk menciptakan produk yang out of the box, (2) mendasarkan kesuksesannya pada kapabilitas untuk menggali teknologi baru, (3) menciptakan produk yang inovasi, (4) menemukan caracara yang kreatif dalam memenuhi kebutuhan pelanggan, (5) aktif mentarget pelanggan baru.…”

“…Untuk mengukur exploitation juga menggunakan enam item pertanyaan, yaitu: 1berkomitmen untuk meningkatkan kualitas dan harga yang kompetitif, (2) secara terus menerus meningkatkan reliability dari produk dan jasa, (3) meningkatkan peran konsumen, (4) secara periodik mengukur kepuasan pelanggan, (5) lebih mendalami kebutuhan konsumen saat ini (Tuan, 2016).…”

“…Ekploitasi dan eksplorasi merupakan kombinasi strategi yang sangat tepat untuk mempertahankan usaha saat ini sekaligus mengantisipasi kemungkinan perubahan yang muncul. Shirokova (2013) Telah banyak riset yang menggunakan variabel organizational ambidexterity guna memprediksi entrepreneurial orientation (Tuan, 2016), family firm performance (Stubner et al, 2012;Zhang et al, 2016;Yang et al, 2014), innovation capabilities (Boukamel, Emery and Boukamel, 2017;Strese et al, 2016), dynamic capabilities dan service innovation (Sharma, 2016). Namun kebanyakan studi menggunakan perusahaan berskala besar sebagi objeknya dan belum banyak yang menerapkannya di UMKM.…”

Keşfetme ve Mevcudu Geliştirme Stratejilerinin Girişimci Yönlülük ile Performans İlişkisindeki Aracı Rolü: İmalat Sektöründe Bir Araştırma

“…Her ne kadar girişimci yönlülük eşit iki yönlülüğün keşifsel alanına daha yakınmış gibi gözükse de girişimci yönlülükle eşit iki yönlülük arasında önemli ilişki mevcuttur (Meeks, 2012;Tuan, 2016;Volery vd., 2015). Tuan (2016) girişimci yönlülüğün ortaya çıkmasında, keşfetme ve mevcudu geliştirme faaliyetlerinin bir sinerjisi olarak ifade edilen (Tushman ve O'Reilly, 1996) Lumpkin ve Dess, 1996). İnovatif olma aynı zamanda destekleyici, teşvik edici ve farklı fikirlerin uygulanması gibi diğer davranışları da kapsamaktadır (Chen vd., 2015, s. 495).…”