Wear glasses for supervisors to discover the beauty of subordinates: Supervisor developmental feedback and organizational ambidexterity

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

“…Subsequently, Tushman and O’Reilly (1996) raised organizational ambidexterity to the theoretical level based on March’s research, pointing out that organizations should not only meet the needs of external environmental changes (exploratory ability), but also focus on the ability to meet current organizational needs (exploitative ability), which means that organizational ambidexterity must meet the needs of both current and future development of organizations. Current researches on organizational ambidexterity mainly focuses on antecedents including individual level, team level and organization level ( Alghamdi, 2018 ; Luo et al, 2018 ; Chen et al, 2019 ; Mammassis and Kostopoulos, 2019 ; Guo et al, 2022 ; Wang et al, 2023 ). Specifically, at the individual level, the researchers examined the impact of different leadership styles on organizational ambidexterity.…”

“…Specifically, at the individual level, the researchers examined the impact of different leadership styles on organizational ambidexterity. For example, at the individual level, CEO, as a key decision maker for the success and development of the organization has played a guiding role in organizational ambidexterity ( Wang et al, 2023 ). At the team level, it mainly examines the impact mechanism of diversity, heterogeneity and cognitive structure of top management team on organizational ambidexterity.…”