Sustaining Organizational Performance Through Organizational Ambidexterity by Adapting Social Technology

Ambidextrous Learning and Survival of Early International Firms-The Role of Social Media Usage

“…SM facilitates cross-boundary communication and conversation, preserves institutional memory, harnesses distributed knowledge, and reveals emerging opportunities [47]. It also provides new knowledge that supports exploratory learning and facilitates the conversion of new knowledge into practical knowledge through content creation and sharing.…”

Integrating immediate gains with sustainable performance: systematic review of paradox at the intersection of strategic management and innovation

“…Paradoxes of belonging-organizing , for instance, identify a tension between individuality and collectivism and find that while a homogenous mind-set is crucial for sound decisions, independent thinking and contradictory opinions are also credited. Mardi andcolleagues (2018, p. 1055) demonstrate that "organizational innovation is a collective effort" and although personal initiative is considered crucial, excessive individuality might sabotage it. Studying Portuguese companies, De Lurdes Calisto and Sarkar (2017) point toward a tension between acquiring new skills and constantly delivering high performance, revealing that employees autonomously showing intrapreneurial behaviour are still required to perform within the boundaries of their conventional duties.…”

“…Other studies highlight the increased complexity of new technologies (Miron-Spektor et al 2011) and the dramatic pace in which they are changing (Mahmood and Mitchell 2004). Additionally, social media (Mardi et al 2018), new coordination mechanisms (Rabbiosi 2011) or innovative technical means of knowledge protection (Hurmelinna-Laukkanen and Ritala 2010) emphasize an enabling function of technological innovation. Chen (2014, p. 1318) report that "investments in new technologies facilitate technological advancements in the industry", whereas other studies see the effect of technological turbulence in an acceleration of long-standing tendencies (Reid 2001).…”

“…Ideally, resources should be largely 'intangible' so as not to jeopardize the sustainability of their inherent competitive advantage through substitution by rivals (Grimpe and Kaiser 2010) and should be based on internal sources (Deichmann and Jensen 2018), whereby cross-departmental relationships (Boumgarden et al 2012) are an exemplary way to gain access to additional resources (Paladino 2009). Nevertheless, Mardi et al (2018) argue that critical resources in fact can and likely will be embedded in interfirm routines. Among others, Li et al (2012) refer to the necessity of exchange and recombination of resources with external partners equipped with complementary assets.…”

دور الممارسات القیادیة فی بناء البراعة التنظیمیة دراسة تطبیقیة على معلمی المدارس الخاصة بمدینة المنصورة

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