AMBIDEXTERITY AS A NEW RESEARCH PARADIGM EXAMINING THE MEDIATING ROLE OF EMPLOYEES GOAL ORIENTATION EXPLOITATION AND EXPLORATION

http://dx.doi.org/10.31703/gssr.2020(V-II).09      10.31703/gssr.2020(V-II).09      Published : Jun 2
Authored by : Gul Bahar , Shazia Akhtar

09 Pages : 94-105

References

  • Ahmmad, M. F., Glaister, K. W., & Junni, P. (2019). Organizational ambidexterity and human resource practices.
  • Alghamdi, F. (2018). Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance. Journal of Innovation and Entrepreneurship, 7(1), 1.
  • Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: where do we go from here? Journal of management, 32(6), 898-925.
  • Birkinshaw, J., & Gupta, K. (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies. Academy of Management Perspectives, 27(4), 287-298.
  • Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2(3), 305-337.
  • Bouwmans, M., Runhaar, P., Wesselink, R., & Mulder, M. (2017). Fostering teachers' team learning: An interplay between transformational leadership and participative decision-making? Teaching and Teacher Education, 65, 71-80.
  • Boxall, P., & Macky, K. (2007). High-performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3), 261-270.
  • Brix, J. (2019). Ambidexterity and organizational learning: revisiting and reconnecting the literatures. The Learning Organization.
  • Button, S. B., Mathieu, J. E., & Zajac, D. M. (1996). Goal orientation in organizational research: A conceptual and empirical foundation. Organizational behavior and human decision processes, 67(1), 26-48.
  • Caniëls, M. C., & Veld, M. (2019). Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need? The international journal of human resource management, 30(4), 565-585.
  • Caniëls, M. C., Neghina, C., & Schaetsaert, N. (2017). Ambidexterity of employees: the role of empowerment and knowledge sharing. Journal of Knowledge Management
  • Chandrasekaran, A., Linderman, K., & Schroeder, R. (2012). Antecedents to ambidexterity competency in high technology organizations. Journal of operations management, 30(1-2), 134-151.
  • Diaz-Fernandez, M., Pasamar-Reyes, S., & Valle-Cabrera, R. (2017). Human capital and human resource management to achieve ambidextrous learning: A structural perspective. BRQ Business Research Quarterly, 20(1), 63-77.
  • Duncan, B. L. (1976). Differential social perception and attribution of intergroup violence: Testing the lower limits of stereotyping of blacks. Journal of personality and social psychology, 34(4), 590.
  • Eccles, J. S., & Wigfield, A. (2002). Motivational beliefs, values, and goals. Annual review of psychology, 53(1), 109-132.
  • Gerbing, D. W., & Anderson, J. C. (1988). An updated paradigm for scale development incorporating unidimensionality and its assessment. Journal of marketing research, 25(2), 186-192.
  • Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
  • Hayes, A. F., & Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis: Does method really matter? Psychological science, 24(10), 1918-1927.
  • Hoeksema, M. (2017). Individual Ambidexterity
  • Janssen, O., & Van Yperen, N. W. (2004). Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of management journal, 47(3), 368-384.
  • Junni, P., Sarala, R. M., Tarba, S. Y., Liu, Y., & Cooper, C. L. (2015). Guest editors' introduction: The role of human resources and organizational factors in ambidexterity. Human Resource Management, 54(S1), s1-s28.
  • Kassotaki, O., Paroutis, S., & Morrell, K. (2019). Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization. Long Range Planning, 52(3), 366-385.
  • Kauppila, O. P., & Tempelaar, M. P. (2016). The social-cognitive underpinnings of employees' ambidextrous behaviour and the supportive role of group managers' leadership. Journal of Management Studies, 53(6), 1019-1044.
  • Koryak, O., Lockett, A., Hayton, J., Nicolaou, N., & Mole, K. (2018). Disentangling the antecedents of ambidexterity: Exploration and exploitation. Research Policy, 47(2), 413-427.
  • Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations. The Academy of Management Annals, 4(1), 109-155.
  • Lê Cao, K. A., González, I., & Déjean, S. (2009). integrOmics: An R package to unravel relationships between two omics datasets. Bioinformatics, 25(21), 2855-2856.
  • Lee, S., & Meyer-Doyle, P. (2017). How performance incentives shape individual exploration and exploitation: Evidence from microdata. Organization Science, 28(1), 19-38.
  • Littell, J. H., Corcoran, J., & Pillai, V. (2008). Systematic reviews and meta-analysis. Oxford University Press.
  • Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2011). Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of applied psychology, 96(6), 1105.
  • Mom, T. J., Chang, Y. Y., Cholakova, M., & Jansen, J. J. (2018). A multilevel integrated framework of firm HR practices, individual ambidexterity, and organizational ambidexterity. Journal of Management, 0149206318776775
  • Mubarik, M. S., Naghavi, N., & Mahmood, R. T. (2019). Intellectual capital, competitive advantage and the ambidexterity liaison. Human Systems Management, 38(3), 267-277.
  • Nowacki, C., & Monk, A. (2020). Ambidexterity in government: The influence of different types of legitimacy on innovation. Research Policy, 49(1), 103840.
  • Oldham, G. R., Hackman, J. R., & Pearce, J. L. (1976). Conditions under which employees respond positively to enriched work. Journal of applied psychology, 61(4), 395.
  • O'Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338.
  • Patel, P. C., Messersmith, J. G., & Lepak, D. P. (2013). Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of Management Journal, 56(5), 1420-1442.
  • Popadić, M., ÄŒerne, M., & Milohnić, I. (2015). Organizational ambidexterity, exploration, exploitation and firm's innovation performance. Organizacija, 48(2), 112-119.
  • Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of management, 34(3), 375-409.
  • Sabwami, P. B. (2015). Role of high-performance work practices on organizational performance. A survey of listed state corporations in the Nairobi stock exchange in Kenya (Doctoral dissertation, Human Resource Management, JKUAT).
  • Satyanarayana, T., Johri, B. N., & Das, S. K. (Eds.). (2019). Microbial Diversity in Ecosystem Sustainability and Biotechnological Applications: Volume 1. Microbial Diversity in Normal & Extreme Environments. Springer.
  • Shin, J. E., Jung, K., Kim, M., Hwang, K., Lee, H., Kim, I. S., ... & Park, K. I. (2018). Brain and spinal cord injury repair by implantation of human neural progenitor cells seeded onto polymer scaffolds. Experimental & molecular medicine, 50(4), 1-18.
  • Simsek, Z., Heavey, C., Veiga, J. F., & Souder, D. (2009). A typology for aligning organizational ambidexterity's conceptualizations, antecedents, and outcomes. Journal of Management Studies, 46(5), 864-894.
  • Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization science, 16(5), 522-536.
  • Swart, J., Turner, N., Van Rossenberg, Y., & Kinnie, N. (2019). Who does what in enabling ambidexterity? Individual actions and HRM practices. The International Journal of Human Resource Management, 30(4), 508-535.
  • Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
  • Vallina, A. S., Moreno-Luzon, M. D., & Ferrer-Franco, A. (2019). The individual side of ambidexterity. Employee Relations: The International Journal
  • Veld, M. F. A., Caniels, M. C. J., & Gijzel, A. (2016). Team learning in health care: the role of job demands, resources and engagement. In International workshop on Teamworking
  • Venugopal, A., Krishnan, T. N., Kumar, M., & Upadhyayula, R. S. (2019). Strengthening organizational ambidexterity with top management team mechanisms and processes. The International Journal of Human Resource Management, 30(4), 586-617.
  • Wei, Y. C., Han, T. S., & Hsu, I. C. (2010). High-performance HR practices and OCB: A cross-level investigation of a causal path. The International Journal of Human Resource Management, 21(10), 1631-1648.
  • Wright, P. M., & Ulrich, M. D. (2017). A road well-traveled: The past, present, and future journey of strategic human resource management. Annual Review of Organizational Psychology and Organizational Behavior, 4, 45-65.
  • Wright, P. M., Gardner, T. M., & Moynihan, L. M. (2003). The impact of HR practices on the performance of business units. Human resource management journal, 13(3), 21-36.
  • Yu, Y. T. (2010). Ambidexterity: The simultaneous pursuit of service and sales goals in retail banking (Doctoral dissertation, The University of New South Wales Sydney, Australia).
  • Zimmermann, A., Raisch, S., & Cardinal, L. B. (2018). Managing persistent tensions on the frontline: A configurational perspective on ambidexterity. Journal of Management Studies, 55(5), 739- 769.

References

  • Ahmmad, M. F., Glaister, K. W., & Junni, P. (2019). Organizational ambidexterity and human resource practices.
  • Alghamdi, F. (2018). Ambidextrous leadership, ambidextrous employee, and the interaction between ambidextrous leadership and employee innovative performance. Journal of Innovation and Entrepreneurship, 7(1), 1.
  • Becker, B. E., & Huselid, M. A. (2006). Strategic human resources management: where do we go from here? Journal of management, 32(6), 898-925.
  • Birkinshaw, J., & Gupta, K. (2013). Clarifying the distinctive contribution of ambidexterity to the field of organization studies. Academy of Management Perspectives, 27(4), 287-298.
  • Bledow, R., Frese, M., Anderson, N., Erez, M., & Farr, J. (2009). A dialectic perspective on innovation: Conflicting demands, multiple pathways, and ambidexterity. Industrial and Organizational Psychology, 2(3), 305-337.
  • Bouwmans, M., Runhaar, P., Wesselink, R., & Mulder, M. (2017). Fostering teachers' team learning: An interplay between transformational leadership and participative decision-making? Teaching and Teacher Education, 65, 71-80.
  • Boxall, P., & Macky, K. (2007). High-performance work systems and organisational performance: Bridging theory and practice. Asia Pacific Journal of Human Resources, 45(3), 261-270.
  • Brix, J. (2019). Ambidexterity and organizational learning: revisiting and reconnecting the literatures. The Learning Organization.
  • Button, S. B., Mathieu, J. E., & Zajac, D. M. (1996). Goal orientation in organizational research: A conceptual and empirical foundation. Organizational behavior and human decision processes, 67(1), 26-48.
  • Caniëls, M. C., & Veld, M. (2019). Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need? The international journal of human resource management, 30(4), 565-585.
  • Caniëls, M. C., Neghina, C., & Schaetsaert, N. (2017). Ambidexterity of employees: the role of empowerment and knowledge sharing. Journal of Knowledge Management
  • Chandrasekaran, A., Linderman, K., & Schroeder, R. (2012). Antecedents to ambidexterity competency in high technology organizations. Journal of operations management, 30(1-2), 134-151.
  • Diaz-Fernandez, M., Pasamar-Reyes, S., & Valle-Cabrera, R. (2017). Human capital and human resource management to achieve ambidextrous learning: A structural perspective. BRQ Business Research Quarterly, 20(1), 63-77.
  • Duncan, B. L. (1976). Differential social perception and attribution of intergroup violence: Testing the lower limits of stereotyping of blacks. Journal of personality and social psychology, 34(4), 590.
  • Eccles, J. S., & Wigfield, A. (2002). Motivational beliefs, values, and goals. Annual review of psychology, 53(1), 109-132.
  • Gerbing, D. W., & Anderson, J. C. (1988). An updated paradigm for scale development incorporating unidimensionality and its assessment. Journal of marketing research, 25(2), 186-192.
  • Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of management Journal, 47(2), 209-226.
  • Hayes, A. F., & Scharkow, M. (2013). The relative trustworthiness of inferential tests of the indirect effect in statistical mediation analysis: Does method really matter? Psychological science, 24(10), 1918-1927.
  • Hoeksema, M. (2017). Individual Ambidexterity
  • Janssen, O., & Van Yperen, N. W. (2004). Employees' goal orientations, the quality of leader-member exchange, and the outcomes of job performance and job satisfaction. Academy of management journal, 47(3), 368-384.
  • Junni, P., Sarala, R. M., Tarba, S. Y., Liu, Y., & Cooper, C. L. (2015). Guest editors' introduction: The role of human resources and organizational factors in ambidexterity. Human Resource Management, 54(S1), s1-s28.
  • Kassotaki, O., Paroutis, S., & Morrell, K. (2019). Ambidexterity penetration across multiple organizational levels in an aerospace and defense organization. Long Range Planning, 52(3), 366-385.
  • Kauppila, O. P., & Tempelaar, M. P. (2016). The social-cognitive underpinnings of employees' ambidextrous behaviour and the supportive role of group managers' leadership. Journal of Management Studies, 53(6), 1019-1044.
  • Koryak, O., Lockett, A., Hayton, J., Nicolaou, N., & Mole, K. (2018). Disentangling the antecedents of ambidexterity: Exploration and exploitation. Research Policy, 47(2), 413-427.
  • Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations. The Academy of Management Annals, 4(1), 109-155.
  • Lê Cao, K. A., González, I., & Déjean, S. (2009). integrOmics: An R package to unravel relationships between two omics datasets. Bioinformatics, 25(21), 2855-2856.
  • Lee, S., & Meyer-Doyle, P. (2017). How performance incentives shape individual exploration and exploitation: Evidence from microdata. Organization Science, 28(1), 19-38.
  • Littell, J. H., Corcoran, J., & Pillai, V. (2008). Systematic reviews and meta-analysis. Oxford University Press.
  • Messersmith, J. G., Patel, P. C., Lepak, D. P., & Gould-Williams, J. S. (2011). Unlocking the black box: Exploring the link between high-performance work systems and performance. Journal of applied psychology, 96(6), 1105.
  • Mom, T. J., Chang, Y. Y., Cholakova, M., & Jansen, J. J. (2018). A multilevel integrated framework of firm HR practices, individual ambidexterity, and organizational ambidexterity. Journal of Management, 0149206318776775
  • Mubarik, M. S., Naghavi, N., & Mahmood, R. T. (2019). Intellectual capital, competitive advantage and the ambidexterity liaison. Human Systems Management, 38(3), 267-277.
  • Nowacki, C., & Monk, A. (2020). Ambidexterity in government: The influence of different types of legitimacy on innovation. Research Policy, 49(1), 103840.
  • Oldham, G. R., Hackman, J. R., & Pearce, J. L. (1976). Conditions under which employees respond positively to enriched work. Journal of applied psychology, 61(4), 395.
  • O'Reilly III, C. A., & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of management Perspectives, 27(4), 324-338.
  • Patel, P. C., Messersmith, J. G., & Lepak, D. P. (2013). Walking the tightrope: An assessment of the relationship between high-performance work systems and organizational ambidexterity. Academy of Management Journal, 56(5), 1420-1442.
  • Popadić, M., ÄŒerne, M., & Milohnić, I. (2015). Organizational ambidexterity, exploration, exploitation and firm's innovation performance. Organizacija, 48(2), 112-119.
  • Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of management, 34(3), 375-409.
  • Sabwami, P. B. (2015). Role of high-performance work practices on organizational performance. A survey of listed state corporations in the Nairobi stock exchange in Kenya (Doctoral dissertation, Human Resource Management, JKUAT).
  • Satyanarayana, T., Johri, B. N., & Das, S. K. (Eds.). (2019). Microbial Diversity in Ecosystem Sustainability and Biotechnological Applications: Volume 1. Microbial Diversity in Normal & Extreme Environments. Springer.
  • Shin, J. E., Jung, K., Kim, M., Hwang, K., Lee, H., Kim, I. S., ... & Park, K. I. (2018). Brain and spinal cord injury repair by implantation of human neural progenitor cells seeded onto polymer scaffolds. Experimental & molecular medicine, 50(4), 1-18.
  • Simsek, Z., Heavey, C., Veiga, J. F., & Souder, D. (2009). A typology for aligning organizational ambidexterity's conceptualizations, antecedents, and outcomes. Journal of Management Studies, 46(5), 864-894.
  • Smith, W. K., & Tushman, M. L. (2005). Managing strategic contradictions: A top management model for managing innovation streams. Organization science, 16(5), 522-536.
  • Swart, J., Turner, N., Van Rossenberg, Y., & Kinnie, N. (2019). Who does what in enabling ambidexterity? Individual actions and HRM practices. The International Journal of Human Resource Management, 30(4), 508-535.
  • Uhl-Bien, M., & Arena, M. (2018). Leadership for organizational adaptability: A theoretical synthesis and integrative framework. The Leadership Quarterly, 29(1), 89-104.
  • Vallina, A. S., Moreno-Luzon, M. D., & Ferrer-Franco, A. (2019). The individual side of ambidexterity. Employee Relations: The International Journal
  • Veld, M. F. A., Caniels, M. C. J., & Gijzel, A. (2016). Team learning in health care: the role of job demands, resources and engagement. In International workshop on Teamworking
  • Venugopal, A., Krishnan, T. N., Kumar, M., & Upadhyayula, R. S. (2019). Strengthening organizational ambidexterity with top management team mechanisms and processes. The International Journal of Human Resource Management, 30(4), 586-617.
  • Wei, Y. C., Han, T. S., & Hsu, I. C. (2010). High-performance HR practices and OCB: A cross-level investigation of a causal path. The International Journal of Human Resource Management, 21(10), 1631-1648.
  • Wright, P. M., & Ulrich, M. D. (2017). A road well-traveled: The past, present, and future journey of strategic human resource management. Annual Review of Organizational Psychology and Organizational Behavior, 4, 45-65.
  • Wright, P. M., Gardner, T. M., & Moynihan, L. M. (2003). The impact of HR practices on the performance of business units. Human resource management journal, 13(3), 21-36.
  • Yu, Y. T. (2010). Ambidexterity: The simultaneous pursuit of service and sales goals in retail banking (Doctoral dissertation, The University of New South Wales Sydney, Australia).
  • Zimmermann, A., Raisch, S., & Cardinal, L. B. (2018). Managing persistent tensions on the frontline: A configurational perspective on ambidexterity. Journal of Management Studies, 55(5), 739- 769.

Cite this article

APA

    APA : Bahar, G., & Akhtar, S. (2020). Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration. Global Social Sciences Review, V(II), 94-105. https://doi.org/10.31703/gssr.2020(V-II).09

CHICAGO

    CHICAGO : Bahar, Gul, and Shazia Akhtar. 2020. "Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration." Global Social Sciences Review, V (II): 94-105 doi: 10.31703/gssr.2020(V-II).09

HARVARD

    HARVARD : BAHAR, G. & AKHTAR, S. 2020. Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration. Global Social Sciences Review, V, 94-105.

MHRA

    MHRA : Bahar, Gul, and Shazia Akhtar. 2020. "Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration." Global Social Sciences Review, V: 94-105

MLA

    MLA : Bahar, Gul, and Shazia Akhtar. "Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration." Global Social Sciences Review, V.II (2020): 94-105 Print.

OXFORD

    OXFORD : Bahar, Gul and Akhtar, Shazia (2020), "Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration", Global Social Sciences Review, V (II), 94-105

TURABIAN

    TURABIAN : Bahar, Gul, and Shazia Akhtar. "Ambidexterity as a New Research Paradigm: Examining the Mediating Role of Employees Goal Orientation, Exploitation and Exploration." Global Social Sciences Review V, no. II (2020): 94-105. https://doi.org/10.31703/gssr.2020(V-II).09