Performance implications of organizational and interorganizational ambidexterity

Solís-Molina, Miguel; Hernández‐Espallardo, Miguel; Orejuela, Augusto Rodríguez

doi:10.4067/s0718-27242022000100038

Cited by 5 publications

(1 citation statement)

References 57 publications

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“…Organizational ambidexterity, as an organization’s ability to pursue exploratory innovation and exploitative innovation at the same time, has long been considered important for the survival and success of organizations ( Kafetzopoulos, 2021 ; Solís-Molina et al, 2022 ). However, there is also some empirical evidence that organizational ambidexterity has mixed effects on performance, i.e., there are complex relationships of positive correlation, negative correlation and even no correlation between organizational ambidexterity and organizational performance, these findings are consistent with the concern of Gupta et al (2006) , that is, organizational ambidexterity is sometimes ineffective for organizational performance, which also makes organizational specificity strategy focusing on either exploratory activities or exploitative activities better than organizational ambidexterity.…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

The more ambidexterity the better? The moderating effect of organizational learning between high-performance HR practices and organizational performance

Wang,

Zhang,

2024

Front. Psychol.

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ObjectiveThe objective of this study is to test the directly impact of high-performance HR practices on organizational performance, and the mediating effect of organizational ambidexterity empirically. Moreover, the moderating role of organizational learning in the relationship between ambidexterity and specialization in exploitation or exploration on firm performance has also been examined. Ultimately, we construct a moderated mediation model.MethodsQuestionnaires were distributed to the target enterprises mainly through the contacts of the research group members, the local management consulting association and the training opportunities for leaders. Finally, a total of 347 CEO questionnaire data were collected from Chinese SMEs. The sample cover Shanghai, Beijing, Chongqing, Jiangsu, Zhejiang, Guangdong, Henan, Sichuan and other eastern and central regions. SPSS 23.0 and AMOS 24.0 were used to analyze the data.ResultsThe results revealed that high-performance HR practices had a positive effect on organizational performance and that organizational ambidexterity played a partially mediating role between high-performance HR practices and organizational performance. Further, organizational learning moderated the effects of organizational ambidexterity and organizational specificity on firm performance.DiscussionThis study provided valuable practical insights. On one hand, this study provides a concrete operational scheme for SMEs in China to realize organizational ambidexterity by integrating a series of HR practices such as employees’ ability, motivation and opportunity. On the other hand, through organizational ambidexterity, firms can not only obtain organizational long-term performance by enhancing their new product R & D capabilities, that is, exploratory innovation, but also utilize their existing resources to improve and expand their existing products and services, that is, to achieve short-term performance by exploitative innovation.

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Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

The more ambidexterity the better? The moderating effect of organizational learning between high-performance HR practices and organizational performance

Wang,

Zhang,

2024

Front. Psychol.

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The catalytic effect of organizational learning on ambidexterity for firm performance

Al-Husban,

Yawson

2024

EJTD

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Purpose This study investigates the impact of organizational ambidexterity on employee performance within Jordanian clearance companies, focusing on the mediating role of organizational learning. This research aims to explore how the dimensions of exploration and exploitation influence performance outcomes, including effectiveness and growth. Design/methodology/approach Using analytical descriptive research, this study uses SMART-PLS 4 for hypothesis testing and mediation analysis. A meticulously developed questionnaire, grounded in scholarly literature and vetted by experts, was distributed to 230 employees across the Jordanian clearance industry, achieving a 91.3% response rate. Findings This study found that companies do better when they effectively explore and exploit, especially if they also focus on learning and adapting. This insight is particularly useful for those in the human resource development and management fields who aim to boost employee performance and, ultimately, the success of their organizations. The findings reveal a significant indirect effect of organizational ambidexterity on performance through organizational learning. Ambidexterity explained 55.6% of the variance in organizational learning, and subsequently, organizational learning accounted for 47.4% of performance variance. The total performance variance was 81.8%, indicating a strong relationship between the constructs. Research limitations/implications This study’s scope is limited to the Jordanian clearance industry, suggesting the need for further research across different contexts and industries. The reliance on self-reported data may introduce bias, warranting future use of mixed methods for a more comprehensive understanding. Practical implications The findings underscore the importance of fostering organizational learning as a mediator between ambidexterity and performance. Companies should invest in strategies that enhance both exploratory and exploitative activities, leveraging organizational learning to improve performance outcomes. Social implications By highlighting the role of organizational learning in mediating the relationship between ambidexterity and performance, this research suggests pathways for businesses to contribute to economic growth and employee development within the Jordanian context and potentially beyond. Originality/value This study contributes to the field by examining the underexplored context of the Jordanian customs clearance industry and using a robust methodological framework to assess the relationship between organizational ambidexterity, learning and performance. It provides empirical evidence supporting the significant impact of balanced competency configurations on performance outcomes.

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Toward Strategic Supremacy Through Absorptive Capacity: The Mediating Role of Organizational Ambidexterity at Jordanian Commercial Banks

Jarrar,

Al Shawabkeh

2023

Preprint

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Performance implications of organizational and interorganizational ambidexterity

Cited by 5 publications

References 57 publications

The more ambidexterity the better? The moderating effect of organizational learning between high-performance HR practices and organizational performance

The more ambidexterity the better? The moderating effect of organizational learning between high-performance HR practices and organizational performance

The catalytic effect of organizational learning on ambidexterity for firm performance

Toward Strategic Supremacy Through Absorptive Capacity: The Mediating Role of Organizational Ambidexterity at Jordanian Commercial Banks

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