Organizational ambidexterity: The role of technological capacity and dynamic capabilities in the face of environmental dynamism

Yunita, Tyna; Sasmoko, Sasmoko; Bandur, Agustinus; Alamsjah, Firdaus

doi:10.1016/j.heliyon.2023.e14817

Cited by 14 publications

(7 citation statements)

References 63 publications

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“…Third, we contribute to recent research linking the dynamic capabilities framework to quality management and contextual organizational ambidexterity (Escorcia-Caballero et al, 2022;Faridian and Neubaum, 2021;O'Reilly and Tushman, 2013;Weiss and Kanbach, 2022;Yunita et al, 2023).…”

Section: Ejmbementioning

confidence: 96%

Quality-oriented human resource practices (QHRP), ambidextrous culture and organizational ambidexterity: a study of green agro-food companies

Moreno-Luzon,

Gil-Marques,

Lloria

et al. 2023

EJMBE

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PurposeThe purpose of this paper is to examine the effect of quality-oriented human resource practices (QHRP) on organizational ambidexterity. Furthermore, the mediating role of ambidextrous culture in the relationship between QHRP and organizational ambidexterity was assessed.Design/methodology/approachDrawing on data from 350 green agro-food companies with two respondents in each company, structural equation models were used.FindingsThis paper has been drawn up to provide some responses to the needs of the companies to be ambidextrous while applying QHRP. The findings show that there is a positive effect of QHRP on organizational ambidexterity. In addition, ambidextrous culture mediated the relationship between QHRP and organizational ambidexterity.Practical implicationsThis research reveals key managerial aspects for QHRP implementation that facilitate firms to be more ambidextrous, and thus more efficient and innovative.Originality/valueThe authors illustrate the connection between quality-oriented human resource practices (QHRPs) and organizational ambidexterity under the dynamic capabilities theory. The findings contribute to the empirical evidence on the antecedents of organizational ambidexterity, and suggest that these specific QHRPs influence an organization's baseline beliefs and values and support the development of ambidextrous capabilities by means of an ambidextrous culture.

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Section: Ejmbementioning

confidence: 96%

Quality-oriented human resource practices (QHRP), ambidextrous culture and organizational ambidexterity: a study of green agro-food companies

Moreno-Luzon,

Gil-Marques,

Lloria

et al. 2023

EJMBE

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“…By effectively balancing these two aspects, organizations can readily adapt to evolving environments, capitalize on emerging opportunities, and maintain long-term success [57]. Organizational ambidexterity necessitates the simultaneous pursuit of innovation, experimentation, and adaptation (exploration) alongside maintaining efficiency, optimization, and stability in current operations (exploitation) [58].…”

Section: Transactional Leadership and Organizational Ambidexteritymentioning

confidence: 99%

The Effect of Transactional Leadership on Organizational Agility in Tourism and Hospitality Businesses: The Mediating Roles of Organizational Trust and Ambidexterity

Khairy,

Baquero,

Al-Romeedy

2023

Sustainability

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The tourism and hospitality industry is dynamic, so it demands agility to gain a competitive edge. This paper aims to examine the effect of transactional leadership on organizational agility in the tourism and hospitality industry. It also investigates the roles of organizational trust and ambidexterity as mediators by adopting the resource-based view (RBV). This study’s data are collected from the full-time employees working in category (A) travel agencies and five-star hotels operating in Egypt. The PLS-SEM approach was used to analyze 532 valid responses using WarpPLS 7.0. The findings showed that there is a positive relationship between transactional leadership and organizational agility, as well as positive relationships between transactional leadership with organizational trust and ambidexterity. Organizational trust and ambidexterity were also found to have positive relationships with organizational agility. Moreover, the findings revealed that organizational trust and ambidexterity play a mediating role between transactional leadership and organizational agility. According to the results, setting specific, measurable, achievable, relevant, and time-bound (SMART) goals is a key aspect of transactional leadership. Managers can collaborate with employees to set goals aligned with organizational agility, encouraging them to proactively identify and seize opportunities.

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“…The paper suggests that family maturity and family social responsibility are two factors that drive the innovation exploration and exploitation of family firms and assist in the development of their dynamic capabilities while driving excellence; a particular characteristic and that is also predominant in family-run shipping companies no matter the size of their fleet of vessels they own/manage/operate. The effect of organisational ambidexterity influenced by the fast-changing environmental conditions is also supported in a study on the financial services sector by Yunita et al ( 2023 ). The authors suggest that technological advances are even more present nowadays and affect the sector; an aspect which is also present within the shipping sector through the introduction of vessel performance measurement and compliance with international regulations on ship emissions and other environmental aspects too.…”

Section: Literature and Critical Reviewmentioning

confidence: 63%

Organisational structure configurations, their application and contribution to business performance in Greek shipping companies

Lazakis

Meer

2023

WMU J Marit Affairs

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The maritime industry is the cornerstone of the transportation of goods worldwide, offering safe, secure and environmentally friendly operations. Greek-owned and managed shipping companies and their successful performance can also be attributed to their unique organisational structure. The present paper explores the operational and theoretical organisational features in relation to Greek shipping companies and establishes to which extent these contribute to their business performance. Primary and secondary sources of information are considered while also employing semi-structured interviews and questionnaires. Two shipping companies each with a diverse fleet of vessels are examined through the development of 8 organisational structures and 12 company structural elements. It is found that Greek shipping companies’ structure is described by a hybrid organisational framework, combining the family-oriented strong leadership, internal company bonds, solid management, rapid adaptation to change and the attraction of loyal investors. Company A should further streamline the specialist organisational elements within operations (bunkering and chartering), technical and corporate functions (commercial, finance, training, IT, HR, insurance and legal) department while company B should upgrade the finance (accounts and invoice controls teams), HSQE (health, safety, environment, quality), operations (chartering element) and technical (purchasing, new building and performance teams) departments.

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Organizational ambidexterity: The role of technological capacity and dynamic capabilities in the face of environmental dynamism

Cited by 14 publications

References 63 publications

Quality-oriented human resource practices (QHRP), ambidextrous culture and organizational ambidexterity: a study of green agro-food companies

Quality-oriented human resource practices (QHRP), ambidextrous culture and organizational ambidexterity: a study of green agro-food companies

The Effect of Transactional Leadership on Organizational Agility in Tourism and Hospitality Businesses: The Mediating Roles of Organizational Trust and Ambidexterity

Organisational structure configurations, their application and contribution to business performance in Greek shipping companies

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