Organizational Antecedents of Sustainability: Lessons from Russia

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

“…Nonetheless, albeit i-deals research has discerned ''social exchange'' as theoretical underpinning for i-deals (Rosen et al 2013), sustainable forces which catalyze ''social exchange'' value for i-deals have not received adequate attention. Viewing ambidexterity and EO as these sustainable forces beyond their exploratory nature (Gibson and Birkinshaw 2004;Grobecker and Germain 2013;Ayub et al 2013) which push open upper barriers for i-deal negotiations, this research further reinforces the theoretical role of social exchange in i-deals literature.…”

“…Second, stakeholder orientation underlines the effect of EO on i-deals. Embedded in EO is the orientation to the interests of stakeholders and the sustainable growth of the organization (Grobecker and Germain 2013;Ayub et al 2013). EO therefore activates i-deals, which benefit both employees and the employer (Rousseau et al 2006).…”

“…The proactivity and innovativeness components of EO reflect sustainable orientation and performance (Grobecker and Germain 2013;Ayub et al 2013). Ambidexterity and EO meet since both exploitation and exploration activities of ambidextrous organizations are conducive to the organization's sustainable performance (Gibson and Birkinshaw 2004) and sustainable competitive advantage (Cao et al 2009).…”

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

“…EO is often reflected in its organizational processes, methods and decision-making style (Lumpkin & Dess, 1996;Otero-Neira, Fernandez-Arias & Tapio-Lindman, 2013;Wiklund & Shepherd, 2003) and a strategic approach to experiment with novel ideas, products, services, and markets, branching out from existing norms and practices (Tuan, 2016). EO and ambidextrous behaviours are aligned as both these concepts focus on establishing a sustainable performance and competitive advantage for the organization (Ayub, Razzaq, Aslam & Iftekhar, 2013;Cao et al, 2009;Gibson & Birkinshaw, 2004;Grobecker & Germain, 2013;Tuan, 2016). Owner-managers actively discover new methods to accentuate and perpetuate their strengths, exploiting and exploring opportunities to achieve their objectives (Lisboa, 2010;Naman & Slevin, 1993).…”