Reform in public organizations: the roles of ambidextrous leadership and moderating mechanisms

Abstract

Reform in public organizations is vital to the improvement of public services and public trust. The primary aim in this research is to investigate the role of ambidextrous leadership in catalysing organizational reform. The research further seeks an insight into moderating mechanisms for this effect. The research employed a twowave research design to collect data from 531 employees and 186 department managers working in governmental agencies in Vietnam context. The results from the data analysis shed light on the effect of ambidextrous leadership on organizational reform as well as the mechanisms in which employees' role breadth selfefficacy and public service motivation moderate such an effect.

Efficiency creep and shadow innovation: enacting ambidextrous IT Governance in the public sector

“…While NPM imported ideas from the private sector designed to be instrumental in the quest for ever greater efficiency, digital government (Janowski, 2015;Tassabehji et al, 2016) places innovation at the core, e.g., through such emerging concepts as "Government 2.0" or even "3.0" (Yli-Huumo et al, 2018). Innovation becomes instrumental for sustaining the relevance and legitimacy of government over time (Dawson et al, 2016;Trong Tuan, 2017;World Government Summit & OECD, 2017). Therefore, innovation complements other sources of government legitimacy such as compliance with laws and regulations, equal treatment in the eyes of the law, and accountability.…”

“…Despite the extensive body of ambidexterity research, relatively few empirical studies adopting this theoretical lens have been conducted in the public sector context (see Choi & Chandler, 2015;Fossestøl et al, 2015;Smith & Umans, 2015;Trong Tuan, 2017). The public sector thus remains largely locked in a predominant focus on efficiency.…”

HR Flexibility and Job Crafting in Public Organizations: The Roles of Knowledge Sharing and Public Service Motivation

“…Citizens are becoming more demanding for high public service quality in their exchanges with public organizations (Luu, 2017). Public services can be improved if public employees can individually and collectively modify or “craft” the job designs in public service processes.…”

Ambidextrous leadership and radical innovative capability: The moderating role of leader support

“…In a similar vein, this paper divides ambidextrous leadership Finally, our study sheds light on the conditional boundary of ambidextrous leadership influencing radical innovative capability. Extant research has focused on the after-effect analysis of ambidextrous leadership on team behavior (Luo et al, 2018) and service motivation (Tuan, 2017;Tung, 2016), neglecting the examination of the moderating role of leader's resource output in their behavior conversion. We viewed leadership support as a process where leaders directly and explicitly endow employees with resources, and this endowment enhances employee's perception of leadership behaviors and acquisition of innovative resources.…”