The influence of ambidextrous organization and authentic followership on innovative performance: The mediating role of change readiness

Kosasih, Kosasih; Wibowo, Wibowo; Wang, Li

doi:10.5267/j.msl.2019.12.015

Cited by 13 publications

(13 citation statements)

References 28 publications

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“…Junni et al [48] found that organizational ambidexterity was positively and significantly associated with performance. Popadić, Černe, & Černe [82] and Kosasih, Wibowo, & Saparuddin [83] found that ambidexterity of exploratory and exploitative innovation positively influence on firms' innovation performance. The study from Bresciani et al [64] and Faisal Ahammad, Mook Lee, Malul, & Shoham [84] argued that many studies found a positive relationship between organizational ambidexterity and several organizational outcomes.…”

Section: Organizational Learning Capability and Innovative Performancementioning

confidence: 99%

Perception of Millennial Workforce upon ICT and Organizational Learning and Innovative Performance: The Mediating Role of Ambidexterity

Kosasih

Nugroho

2021

EJBMR

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The company's future performance cannot be reflected only in the current financial performance in the financial statements. Long-term company performance can be reflected by the technology being developed. The role of information and communication technology (ICT) is very important for a company to survive and be able to compete in modern business competition in the era of industry 4.0. Meanwhile, learning organization is fostering communication, knowledge exchange in order to promote the innovation. Ambidexterity capability of organization develops structures to manage innovation and achieve sustained success over time. The purpose of this study is to examine the influence of ICT and organizational learning on firm’s innovative performance which mediated by ambidexterity based on millennial workforce perception. The result of this research found that ICT has significantly positive influence on ambidexterity, but not significantly positive influence on innovative performance. Learning organization has significantly positive influence both on ambidexterity and innovative performance. Ambidexterity has significantly influence on innovative performance. The mediating role of ambidexterity had significantly positive enhanced the influence ICT on innovative performance. Meanwhile, ambidexterity had not significantly positive enhance the influence learning organization on innovative performance.

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Section: Organizational Learning Capability and Innovative Performancementioning

confidence: 99%

Perception of Millennial Workforce upon ICT and Organizational Learning and Innovative Performance: The Mediating Role of Ambidexterity

Kosasih

Nugroho

2021

EJBMR

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“…As a novel subject in management research, organization ambidexterity has begun to expand very rapidly over the past decade (Kosasih, Wibowo, & Saparuddin, 2020). Turner, Maylor, and Swart (2015) define organization ambidexterity as the ability of an organization to use and improve existing knowledge (exploitation) and, on the other hand, also create new knowledge (exploration).…”

Section: Ambidextrous Organizationsmentioning

confidence: 99%

“…Cao, Simsek, and Zhang (2010) classify two dimensions of ambidexterity, such as the balance of ambidexterity (emphasizes the relative level of exploitation and exploration) and combined ambidexterity. Based on the concepts mentioned above, in this study, the ambidextrous organization has been researched as "the ability of an organization to exploit and explore all available resources in the organization" (Kosasih et al, 2020(Kosasih et al, , p. 1514.…”

Section: Ambidextrous Organizationsmentioning

confidence: 99%

Commitment based human resources practices and knowledge creation in ambidextrous organizations: A moderated mediation study on expatriates working in India

Nayak

Bhatnagar

Budhwar

et al. 2022

Thunderbird Intl Bus Rev

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Through the lens of organizational learning theory, we develop and test a moderated mediation model of commitment‐based HR practices (CBHRP), absorptive capacity, organization structure and routines, and knowledge creation in ambidextrous organizations. We test two new individual‐level dimensions of absorptive capacity (AC) in ambidextrous organizations: ambidexterity and flow experience. This empirical investigation is based on 377 expatriates who responded to our survey over two time periods working in various multinational organizations' R&D centers in India. Our findings suggest that CBHRP is critical in predicting knowledge creation and AC in an ambidextrous organizational context. Furthermore, we find that AC mediates the linkage between CBHRP and knowledge creation, and organization structure and routines (OSR) act as a moderator. Focusing on expatriates in ambidextrous organizations, our study extends contextual understanding of ambidextrous organizations and integrates organizational learning and knowledge creation theory into strategic human resources management (SHRM) research.

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“…Although Kosasih et al, (2020) investigated the mediating effect of change readiness on the influence of ambidextrous organizations and authentic followership on innovative performance, their study neither accounted for the precise behaviors of ambidextrous leaders, but rather the organizational ambidexterity as an abstract concept, nor did for the predefined five dimensions of IRFC construct. However, the researchers postulate a moderating effect of AB on the relationship between TL and IRFC since we believe that ambidexterity strengthens such relation based on the H2a: Ambidextrous behaviors have a moderating effect on the relationship between idealized influence and valence and appropriateness within research population under investigation.…”

Section: Irfc Tl and Abmentioning

confidence: 99%

Individual Readiness for Change; the Dyadic of Transformational Leadership and Ambidextrous Behaviors

ابوزيد¹

2021

مجلة البحوث المالیة والتجاریة

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Purpose -This paper investigates the influence of transformational and ambidextrous behaviors on individual readiness for change within the context of work related changes induced by quality assurance and accreditation attempts in Egyptian Universities.Methodology -A self-reported survey was distributed to faculty members in four Egyptian Universities (two private and two public), 500 surveys were distributed and 435 were collected. Data was analyzed using SPSS/AMOS statistical software.Findings -Results showed that transformational leadership had a positive effect on individual readiness for change moderated by ambidextrous behaviors. The empirical investigation revealed varying impacts of multiple research constituents.Research implications -Despite the documented importance of individual readiness for change in the management literature, scare research was found regarding the role of effective leadership styles in the context of universities nevertheless in Egypt. This study serves as a strong foundation for future research in this area, which is at its nascence and upcoming in the researchers' community.Practical implications -Leaders need to set clear agenda and effectively communicate the appropriateness and benefits of change to their subordinates for developing positive behaviors towards desirable organizational outcomes.Originality -This paper attempts to determinate both transformational and ambidextrous leaders' behaviors influencing subordinates readiness to embark on work changes related to quality assurance and accreditation in Egyptian universities.

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The influence of ambidextrous organization and authentic followership on innovative performance: The mediating role of change readiness

Cited by 13 publications

References 28 publications

Perception of Millennial Workforce upon ICT and Organizational Learning and Innovative Performance: The Mediating Role of Ambidexterity

Perception of Millennial Workforce upon ICT and Organizational Learning and Innovative Performance: The Mediating Role of Ambidexterity

Commitment based human resources practices and knowledge creation in ambidextrous organizations: A moderated mediation study on expatriates working in India

Individual Readiness for Change; the Dyadic of Transformational Leadership and Ambidextrous Behaviors

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