How to respond to competitors' green success for improving performance: The moderating role of organizational ambidexterity

2020 ◽  
Author(s):  
Wenwen Zhao ◽  
Taiwen Feng ◽  
Xuexiang Xin ◽  
Guangyi Hao
Keyword(s):  
Organizational Ambidexterity ◽  
Moderating Role

scholarly journals Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership

2008 ◽  
Vol 45 (5) ◽  
pp. 982-1007 ◽  
Author(s):  
Justin J. P. Jansen ◽  
Gerard George ◽  
Frans A. J. Van den Bosch ◽  
Henk W. Volberda
Keyword(s):  
Transformational Leadership ◽  
Organizational Ambidexterity ◽  
Team Attributes ◽  
Moderating Role

scholarly journals Mediating and Moderating Role of Organizational Ambidexterity and Innovative Climate among Leadership Styles and Employee Performance

2020 ◽  
Vol 7 (1) ◽  
pp. 1-9
Author(s):  
Rabia Qammar ◽  
Rana Zain Ul Abidin
Keyword(s):  
Transformational Leadership ◽  
Information Technologies ◽  
Employee Performance ◽  
Organizational Ambidexterity ◽  
Mediating Role ◽  
Leadership Impact ◽  
Innovation Climate ◽  
Moderating Role ◽  
Ambidextrous Leadership

This research seeks to examine how transformational leadership and ambidextrous leadership impact on employee performance. The study focuses on the mediating role of organizational ambidexterity and moderating role of innovation climate, in influencing the relationship both directly and indirectly with employee performance. The proposed model will be tested with data collected from a large stratified random sample of 1000 software house’s employees from a population comprising of 3348 information technologies companies in Pakistan. Results, using statistical analysis techniques, are expected to indicate that organizational ambidexterity and innovation climate will mediate and moderate among transformational leadership and ambidextrous leadership, with employee performances.  

scholarly journals Examining desorptive capacity in supply chains: the role of organizational ambidexterity

2018 ◽  
Vol 38 (2) ◽  
pp. 534-553 ◽  
Author(s):  
María Isabel Roldán Bravo ◽  
Antonia Ruiz-Moreno ◽  
Francisco Javier Lloréns Montes
Keyword(s):  
Supply Chain ◽  
Hierarchical Regression ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Independent Effects ◽  
Moderating Role ◽  
Desorptive Capacity ◽  
Practical Implications

Purpose The purpose of this paper is to explain how a buying organization’s desorptive capacity relative to its supply network enhances the organization’s supply chain competence. The research also analyzes the contingent role of the balanced and combined dimensions of ambidexterity in this relationship. Design/methodology/approach Empirical results are obtained through analysis of survey data from a sample of 270 European firms. Hierarchical regression analysis is used to test the hypotheses. Findings The results confirm, first, the positive and significant relationship between the buying organization’s desorptive capacity and supply chain competence; and, second, the key moderating role of organizational ambidexterity, especially in its combined dimension, in this relationship. Practical implications The study suggests that desorptive capacity is key to the organization’s contribution to supply chain competitiveness. The authors also provide practitioners with better understanding of the extent to which they should attempt to balance exploration and exploitation or/and to maximize both simultaneously when seeking greater benefit from desorptive capacity. Originality/value This study extends desorptive capacity research to supply chain management. It responds to calls in the desorptive capacity literature for deeper understanding of the benefits of desorptive capacity and of the role organizational ambidexterity plays in the success of desorptive capacity. By analyzing the independent effects of the combined and balanced dimensions of ambidexterity, the authors advance conceptual and operational understanding of the role of ambidexterity needed in the literature.

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