textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

/pdf/structural-differentiation-and-ambidexterity-the-mediating-4tfwksgx8f.pdf

Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

Contextual ambidexterity, defined as the simultaneous pursuit of alignment and adaptability at business unit, is linked to several organizational outcomes including improved performance and innovation outcomes. Extant research posits ambidextrous organizational culture as an important enabler to contextual ambidexterity but suffers from a lack of a well‐meaning scale for the same. In addition, there is very little understanding as to how tasking and facilitating environment can be on firms' endeavour for contextual ambidexterity and the outcomes thereof. Therefore, the current piece of research has twin objectives using two separate studies. First, to develop a scale for ambidextrous organizational culture construct and second, to analyse the role played by the external forces (munificence and dynamism) and internal slack resources on the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes through an empirical investigation in India. Using structural equation modelling on data from 414 respondents, we found environmental munificence to strengthen the relationships between ambidextrous organizational culture and contextual ambidexterity and between contextual ambidexterity and new product innovation outcomes. On the other hand, environmental dynamism had a dampening impact on these relationships. Our findings also suggest that for low slack organizations, dynamic and unmunificent environments magnified the negative impact on an organisation's ambidexterity efforts and new product innovation outcomes.

Ambidextrous culture, contextual ambidexterity and new product innovations: The role of organizational slack and environmental factors

This chapter will consider the literature on organizational creativity. This corpus of literature is rather heterogeneous, comprising contributions from such diverse disciplines as psychology, management studies, sociology, and even the humanities (literature theory and history). The scope of the literature is therefore rather broad, ranging from, on the one hand, laboratory research on decision making under controlled conditions and, on the other, biographically oriented essays on the work of individual artists. The literature on creativity is then not unified and integrated, but may instead be regarded as a loosely grouped series of statements and propositions on what creativity is, what its consequences are, and how it can be employed purposefully. In addition, the idea of creativity is very much playing a role in the public imaginary as some superhuman capacity to conceive of extraordinary things which certain individuals are endowed with. As a consequence, the theoretical analysis of creativity qua theoretical concept needs to address this everyday view of creativity as something that occurs disruptively in unpredictable occasions among extraordinarily talented individuals. In fact, this mythological image of creativity is counterproductive to the endeavour of managing creativity as an organization resource similar to knowledge or technology because it postulates that creativity is highly unpredictable.

What is Organizational Creativity

This thesis studied the slack - performance relationship under different external environments by taking advantage of the financial crisis of 2008-09, which provides a natural experiment opportunity for the study. Besides the management of slack, adaptation profiles are also examined by building the two-stage adaptation process model in concordance with different period of financial crisis. Based on empirical analysis and theoretical research, this thesis finds that slack management impacts the firms' performance as well as firms' adaptation to respond to financial crisis. Another novelty of this thesis is to examine ambidexterity in detail by employing constructs of alignment and adaptability from the perspective of organizational slack. Thesis tries to evidence that European manufacturing firms have various adaptation processes, profiles and risk-taking behaviors with varying performance implications based on their slack management in response to financial crisis. To that end, this study investigates empirically, publicly-held 671 western European manufacturing firms, by comparatively examining their organizational slack management and performance characteristics before, during and after the recent financial crisis period 2007-8 . This research employs longitudinal panel data. The data was drawn from Thomson one banker database for the period of2004-2013.

Slack-performance relationship before, during and after a financial crisis: empirical evidence from European manufacturing firms

Meta-analyses on job crafting reveal that while approach-oriented job crafting (e.g., increasing job resources or challenging job demands) relates positively to employee performance, avoidance-oriented job crafting (e.g., decreasing hindering job demands) has either non-significant or negative implications for employee functioning. However, the joint effects of approach and avoidance job crafting remain an underdeveloped area of research. We administered a three-week diary survey among 87 employees to test interaction effects of approach and avoidance job crafting on employee (other-referenced and past-referenced) work performance and employability. Results revealed that decreasing hindering job demands related positively to other-referenced performance when increasing social job resources was higher than employees’ average, and to past-referenced performance when increasing structural job resources was higher than employees’ average. Also, decreasing hindering job demands related negatively with employability only at lower levels of increasing challenging job demands, while the relationship was non-significant at higher levels of increasing challenging demands. These results indicate that considering job crafting strategies in tandem adds to our understanding of their role for employee functioning.

/pdf/interactive-effects-of-approach-and-avoidance-job-crafting-4k8lt4pyl9.pdf

Interactive Effects of Approach and Avoidance Job Crafting in Explaining Weekly Variations in Work Performance and Employability

Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.

How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital

Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its be...

How Ambidextrous Organizational Culture Affects Job Performance

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How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital

How Ambidextrous Organizational Culture Affects Job Performance