Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, hence motivating employee innovative performance. Applying the ambidexterity theory of leadership for innovation, results revealed that leader opening and closing behaviors positively predicted employee exploration and exploitation behaviors, respectively, above and beyond the control variables. Moreover, results showed that employee innovative performance was significantly predicted by leader opening behavior, leader closing behavior, and the interaction between leaders' opening and closing behaviors, above and beyond control variables. Keywords: Ambidextrous leadership, Ambidextrous employee, Employee innovative performance BackgroundOver the last decade, there has been an enormous interest in theory and research on organizational ambidexterity. Long-term development and success rely on the organization's ability to exploit its current competencies while simultaneously exploring essentially new competencies. Organizations are constantly facing accelerating macro-and microlevel environmental changes, challenging to become dynamic and adapt to the unstable and heterogeneous context. Therefore, it is crucial for organizations to continuously adapt to external threats and opportunities and react with innovations and structural alignments. Organizational literature claimed that successful organizations within dynamic environments are ambidextrous which are aligned and efficient in the present while adaptable to future changes (Kauppila and Tempelaar 2016;Taródy 2016;Cao et al. 2009).Researchers have claimed that ambidexterity is not only a significant antecedent of innovation at the organizational level, but also teams and individual workers have to deal with the tension between exploration and exploitation to be innovative. Leadership has been considered to be one of the most influential predictors of worker innovation and organizational development (Zacher et al. 2016;Hunter et al. 2011;Bledow et al. 2009). It has been argued that leaders have to encourage both exploration and exploitation behaviors among their employees, and hence the combination of high levels of both employee Journal of Innovation and Entrepreneurship © The Author(s). 2018Open Access This article is distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided you give appropriate credit to the original author(s) and the source, provide a link to the Creative Commons license, and indicate if changes were made.Alghamdi Journal of Innovation and Entrepreneurship (2018) 7:1 https://doi.org/10.1186/s13731-018-0081-8 exploration and exploitation behaviors should result in high innovative performance (Rosing et al. 2011). The ambidexterity theory of leadership for innovation posits that leaders who engage in ambidextrous leadership behavior, i.e., opening and cl...
Total quality management (TQM) has been identified as a key driver of organizational performance in public and private organizations. Organizational culture, along with TQM, has investigated to understand its contributions to organizational performance. The purpose of this study is to examine the relationship between TQM and organizational performance, taking into account a moderating effect of organizational culture. A total of 163 managers at different managerial levels in public organizations in Albaha province participated. The Pearson correlation analysis revealed that the relationship between TQM and organizational performance is a positive and statistically significant. Hierarchical regression analysis and structural equation modeling (SEM) showed that the interaction of TQM and organizational culture was statistically significant and positively related to organizational performance. Some recommendations and suggestions for future research are provided.
Organizational literature has demonstrated remarkable attention to the relationship between job and life satisfaction. Approaching the relationship between job and life satisfaction from an attitudinal perspective, the present study was conducted to examine the relationship between job and life satisfaction in Southern Saudi Arabia. It also aimed to investigate the contribution of demographic and socioeconomic variables in predicting job and life satisfaction. The results of Pearson correlation analysis and hierarchical regression analysis revealed a statistically significant relationship between job and life satisfaction, even after controlling for demographic and socioeconomic variables. The results also suggested that job satisfaction and life satisfaction were positively and reciprocally related. Having controlled for demographic and socioeconomic variables, the age variable was uniquely predicted job satisfaction. Additionally, Tukey's post-hoc test showed that participants whose age ranged from 40 to 50 were more satisfied with their jobs (M = 3.73; SD = 0.35) than those from 18 to 28 and from 29 to 39. That is, older employees were more satisfied with their jobs than younger employees.
Job insecurity as a hindrance stressor has a negative effect on behavioral outcomes. The current study investigates the association between job insecurity and turnover intention among fixed-contract employees in Albaha province, Saudi Arabia. Additionally, it examines the moderator role of organizational commitment and financial responsibility in the association between job insecurity and turnover intention. 105 fixed- contract employees working in pubic organizations participated in the study. Pearson correlation analysis and hierarchical regression analysis revealed that job insecurity was positively and significantly related to turnover intention, as well as job insecurity, organizational commitment and financial responsibility interact in the predication of turnover intention (3-way interaction).
The current study investigates the relationship between emotional intelligence and individual performance, namely academic performance. It also aims at determining whether emotional intelligence differs between male and female students. The data were obtained through the Schutte Self-Report Emotional Intelligence (SSREI) questionnaire, which was distributed to undergraduate students in Albaha province, Saudi Arabia. A sample of 191 undergraduate students filled in (SSREI), which included the demographic and academic performance measures. The results indicated that the relationship between emotional intelligence and academic performance was not statistically significant. Moreover, no statistically significant difference was found between male and female students in the total of emotional intelligence score.
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