Suchergebnisse

PurposeThe purpose of this paper is to examine the relationship between organizational ambidexterity, the ability of companies to explore new and to exploit existing processes simultaneously, and manufacturing performance as represented by the sand cone model. Moreover, the paper analyses the impact of stable and dynamic environments on this relationship.Design/methodology/approachA set of research questions are tested using structural equation modeling on a sample of 231 Spanish manufacturing companies.FindingsResults illustrate a significant relationship between ambidexterity as the basis and enabler for manufacturing performance improvements, building on the sand cone model and its dimensions of quality, delivery, cost, and flexibility. This relationship is further emphasized when companies work in a dynamic environment.Practical implicationsThe study contributes to practice by investigating the important and yet under-explored relationships of ambidexterity, the sand cone model, performance, and a company's wider market environment. Findings suggest a positive relationship between the sand cone model and ambidexterity capability.Originality/valueThis study adds to the limited theoretical and empirical understanding of the relationships between ambidexterity, the sand cone model, environmental dynamism, and performance. It also contributes through a set of empirical data derived from Spanish manufacturing companies.

Purpose - This research examines the relationship between organizational ambidexterity, the ability of companies to explore new and to exploit existing processes simultaneously, and manufacturing performance as represented by the sand cone model. Moreover, the paper analyses the impact of stable and dynamic environments on this relationship. Design/methodology/approach – A set of research questions are tested using structural equation modelling (SEM) on a sample of 231 Spanish manufacturing companies. Findings - Results illustrate a significant relationship between ambidexterity as the basis and enabler for manufacturing performance improvements, building on the sand cone model and its dimensions of quality, delivery, cost, and flexibility. This relationship is further emphasized when companies work in a dynamic environment. Practical implications – The study contributes to practice by investigating the important and yet under-explored relationships of ambidexterity, the sand cone model, performance, and a company's wider market environment. Findings suggest a positive relationship between the sand cone model and ambidexterity capability. Originality/value - This study adds to the limited theoretical and empirical understanding of the relationships between ambidexterity, the sand cone model, environmental dynamism, and performance. It also contributes through a set of empirical data derived from Spanish manufacturing companies. ; This work has been developed with funding by and collaboration with the Ministry of Science and Innovation and the European Union. Project I+D ECO2010-15885 and ECO2013-47027-P, and Junta de Andalucía P11-SEJ-7294 and European Union (Fondos FEDER).

This study aims to understand the factors that influence the Malaysian Army logistics performance and the role of process capability. In addition, this study also attempts to examine the role of learning capability between the military environmental dynamism and process capability. It also attempt to include strategic logistics alliances on the relationship between the process capability and the Malaysian Army logistics performance. Since this study is also focusing on how organizational learning capability and process capability play a role in achieving logistics performance, a more comprehensive conceptual framework is required. This research therefore is expected to fill the research gap by developing a new theoretical conceptual model by tying up three theories including dynamic capability, organizational learning, and social exchange theories.

AbstractFocusing on product development, this study extends the understanding of the environment‐strategy framework and investigates the relative effect of two environmental variables, dynamism and complexity, on the product development knowledge strategy. Adopting a knowledge‐based view, and assuming that the strategy's locus is knowledge creation (exploration) and knowledge application (exploitation), the study suggests that the development of a knowledge strategy is a managerial strategic choice that is related to the environment. The results of a survey on product development managers generally indicate that exploration and exploitation must be combined according to environmental factors by generating the alternative knowledge strategies of ambidexterity or punctuated equilibrium. Particularly, the study finds that in environments characterized by high levels of both dynamism and complexity product development efforts pursue and reinforce both explorative and exploitative activities through a knowledge strategy of ambidexterity. Though not perfectly supported, punctuated equilibrium seems to be a more plausible knowledge strategy in environmental contexts where either dynamism or complexity prevails. Copyright © 2010 John Wiley & Sons, Ltd.

PurposeOrganisations have to be ambidextrous to survive in modern times. This study, therefore, aims to investigate the influence of contextual leadership on exploratory and exploitative innovation. Environmental dynamism was the moderator in this relationship, and innovation climate was the mediator.Design/methodology/approachThe research design was a quantitative study, using a Web-based survey questionnaire, which consisted of valid and reliable scales. There were 1,204 respondents who completed the survey. Analyses included reliability, validity tests and structural equation modelling to test the hypothesised relationships among the variables.FindingsThe results show that exploitative and exploratory innovation is predicted by the innovation climate, which in turn is predicted by contextual leadership. The findings include a slight moderating effect of environmental dynamism on these relationships. The results suggest that contextual leadership is a significant predictor for improving innovation climate.Practical implicationsAs contextual leadership explains 33% of the variance in organisational climate, companies can benefit from developing their leaders to create climates that promote innovation. At increased levels of environmental dynamism, innovation efforts should increase.Originality/valueContextual leadership is a crucial element to build innovation-friendly workplaces. The study addresses the gap in research on the influence of contextual leadership on exploitative and exploratory innovation with the mediating and moderator effect on this relationship.