The E-Leadership Linking Inter-Organisational Collaboration and Ambidextrous Innovation

Abstract

This research investigates the effect of inter organisational collaboration on ambidextrous innovation, in Tunisian virtual companies, and the moderating role of e-leadership. To achieve the purpose, a quantitative study was conducted on 217 virtual team members. The data analysis was conducted via the structural equation modelling method. The empirical study revealed that customer, competitor and supplier coordination have a significant impact on exploitation innovation. The results also confirm that customer coordination has an effect on exploration innovation. By the way, the coordination effect with competitors and suppliers on exploration innovation is not significant. The e-leadership moderation is confirmed on verified links. The research path revealed a scarcity of research done on the relations between the variables study. The mediating effects of the e-leadership on the dependent and independent variables have never been explored earlier. The study makes an original contribution to the field of knowledge for practitioners and academicians.

What makes innovation ambidexterity manageable: a systematic review, multi-level model and future challenges

“…Inter-organisational collaboration (customer, competitor, and supplier coordination) (Doghri et al 2021 )…”

“…Studies concerning the impact of collaboration consider concepts such as inter-organisational collaboration between partners (e.g., customers, competitors, and suppliers) (Lazzarotti et al 2017 ; Doghri et al 2021 ), ties for collaboration (Zhang et al 2019 ; Xie et al 2020 ), platform ecosystems (Inoue 2021 ), value co-creation capabilities (Tsai 2017 ), and coordination mechanisms (Yin and Su 2019 ). In contrast, studies on orientation as a process mechanism report differential focus and links with IA.…”

Examining the impact of e-leadership on strategic innovation at work: a moderated-mediation model

“…Second, the e-leadership research domain has received less scholarly attention, considering its potential impact (Alkhayyal & Bajaba, 2023;Avolio et al, 2014). The past research focuses on innovation capacity (Liu et al, 2020), ambidextrous innovation (Ben Sedrine Doghri et al, 2021), and employee innovation behaviour (Li & Xiao, 2023); however, the present study integrates the e-leadership domain with strategic innovation. By examining the effect of e-leadership on strategic innovation, the authors respond to the call for research by Chamakiotis et al (2021), which suggests identifying the conditions under which e-leadership influences specific innovation outcomes.…”

“…We measured E-leadership using a 4-item scale developed by Ben Sedrine Doghri et al (2021). Similarly, Inter-team coordination was measured using a two 2-item scale previously used by Hoegl et al (2004).…”

A scoping review on mapping the digital leadership constructs for educational settings: what we can learn?

“…Digital leadership must also be change-oriented, which necessitates being flexible, inventive, and open-minded [5]. Besides, it appears to have a crucial component that utilizes innovation for organizational benefits [8], [18]. Digital leadership also appears to be interpersonally driven (i.e., relating well to people) and has personal qualities (i.e., controlling one's inner self), strategic emphasis (i.e., aids the organization in accomplishing its long-term objective), and delivery-related elements (i.e., the ability to bring about the desired results) [11].…”