Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity
Al-Atwi, Amer Ali; Amankwah-Amoah, Joseph; Khan, Zaheer (2021-02-01)
Al-Atwi, Amer Ali
Amankwah-Amoah, Joseph
Khan, Zaheer
Elsevier
01.02.2021
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe2022032324658
https://urn.fi/URN:NBN:fi-fe2022032324658
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vertaisarvioitu
©2021 Elsevier. This manuscript version is made available under the Creative Commons Attribution–NonCommercial–NoDerivatives 4.0 International (CC BY–NC–ND 4.0) license, https://creativecommons.org/licenses/by-nc-nd/4.0/
©2021 Elsevier. This manuscript version is made available under the Creative Commons Attribution–NonCommercial–NoDerivatives 4.0 International (CC BY–NC–ND 4.0) license, https://creativecommons.org/licenses/by-nc-nd/4.0/
Tiivistelmä
This paper builds on prior scholarly works by examining the relationship between organizing paradox (formalization and decentralization), and organizational levels of learning paradoxes, i.e. exploration and exploitation, and firms’ outcomes (organizational creativity, organizational resilience and organizational energy). Using data from 98 executives and 325 senior employees working across a diverse range of firms operating in the Middle East, the findings suggest that organizing paradox (formalization and decentralization) has a positive impact on learning ambidexterity. In addition, we also found that learning ambidexterity has a positive impact on both organizational resilience and organizational energy. Furthermore, the results indicate that learning ambidexterity mediates the relationship between organizing paradox and organizational creativity. These findings provide important insights into the micro-foundation aspects of organizational ambidexterity.
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