Bridging knowledge in ambidextrous HRM systems: empirical evidence from hidden champions

Garaus, Christian; Güttel, Wolfgang H.; Konlechner, Stefan; Koprax, Irina; Lackner, Hubert; Link, Karin; Müller, Barbara

doi:10.1080/09585192.2015.1045007

Cited by 62 publications

(64 citation statements)

References 79 publications

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“…Organisational Form and Structure : Modularise work structures for flexibility and interdependency between teams/ departments (Garaus et al, )…”

Section: Resultsmentioning

confidence: 99%

“…Prieto and Santana (2012) found that appropriately timed reward systems nurtures temporal ambidexterity. Finally, HR practices involving modularising organisational structures builds-in the required flexibility (Garaus et al, 2016).…”

Section: Hr Practices As Microfoundationsmentioning

confidence: 99%

“…Targeted recruitment and selection for creative abilities in managers (Argyris, 2002;Miller and Lin, 2015) Training, Learning and Development: Implement training programmes and process for current and new staff targeting key groups of staff using the structure-mapping theory (i.e., interplay between convergent and divergent thinking) (Andries et al, 2013;Gentner, 1983 Reward System: Adapt incentive and compensation, and related processes, aligning them to exploitive or explorative modus vivendi (e.g., for temporal ambidexterity) as appropriate e.g., Prieto and Santana (2012) Organisational Form and Structure: Modularise work structures for flexibility and interdependency between teams/ departments (Garaus et al, 2016) Organisational Learning Recruitment and Selection:…”

Section: Recruitment and Selectionmentioning

confidence: 99%

See 2 more Smart Citations

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Loon

Otaye‐Ebede

Stewart

2020

J Management Studies

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Firms need to respond to the increasing competition and change of the current New Normal environment by being more innovative, and especially in developing new business models. This paper seeks to explore how microfoundations, particularly with respect to human resource management, play a key role in facilitating innovation in business models through the development of key needed capabilities. Four themes are identified with respect to business model innovation (BMI) in the New Normal: BMI as an enabler to create and operate across industries and product‐markets; BMI as a mechanism for firms to better navigate changing institutional landscapes; BMI as giving rise to business model portfolios; and concurrent and cumulative innovations that can lead to BMI. This paper also develops a conceptual framework that presents a synoptic view of the five essential capabilities for BMI, which include analogical reasoning, sensemaking, dynamic capabilities, organisational ambidexterity, and organisational learning. Finally, it is shown how the microfoundations of a bespoke, development‐oriented BMI HR architecture can support the advancement of these capabilities and thus contribute to the strategic HR literature.

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“…Organisational Form and Structure : Modularise work structures for flexibility and interdependency between teams/ departments (Garaus et al, )…”

Section: Resultsmentioning

confidence: 99%

Section: Hr Practices As Microfoundationsmentioning

confidence: 99%

Section: Recruitment and Selectionmentioning

confidence: 99%

See 1 more Smart Citation

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Loon

Otaye‐Ebede

Stewart

2020

J Management Studies

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“…Prior research has shown that immediate work contexts shape the relationship between ambidexterity and various performance measures (e.g. Fu et al, 2015;Garaus et al, 2015). In a seminal paper Patel et al (2013) suggested that HPWS may assist organisations in establishing an organisational context that promotes ambidexterity among employees.…”

Section: The Moderating Effect Of Hpwsmentioning

confidence: 99%

“…In a seminal paper Patel et al (2013) suggested that HPWS may assist organisations in establishing an organisational context that promotes ambidexterity among employees. A HPWS contains several HR practices that work in concert to develop an organisational context that benefits the abilities and the motivation of employees (Garaus et al, 2015;Patel et al, 2013), and creates opportunities for their further development (Boxall & Purcell, 2011;Fu et al, 2015).…”

Section: The Moderating Effect Of Hpwsmentioning

confidence: 99%

Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need?

Caniëls

Veld

2016

The International Journal of Human Resource Management

136

122

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a faculty of management, science and Technology, open university of the netherlands, heerlen, The netherlands; b utrecht school of governance, utrecht university, utrecht, The netherlands ABSTRACT This study examines whether and how innovative work behaviour is related to explorative and exploitative activities.Polynomial regression analyses are used to test the relationship between ambidexterity (being engaged in explorative and exploitative activities in equal amounts) and innovative work behaviour, as well as between specialisation (being engaged in either explorative or exploitative activities) and innovative work behaviour. Furthermore, we use moderated polynomial regression analyses to examine a possible moderating effect of high-performance work systems (HPWS) on these relationships. Results indicate that balance at a high level, as well as specialisation, are conducive to innovative work behaviour. A moderating effect of HPWS was not supported by our data.

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High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

Al‐Agry

2021

Glob Bus Org Exc

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Many studies have shown that HR practices have a positive impact on organizational ambidexterity; however, few have examined both employees' motivation for ambidexterity together with their ability to achieve it, and even fewer have concentrated on organizations in the nonprofit sector. Drawing on the ability-motivation-opportunity framework, this study examines employees' ambidextrous behaviors as mediator between high-involvement HR practices and organizational ambidexterity. It addresses the lack of in-depth insights by examining ambidexterity at both the individual and the firm level, and addresses the lack of focus on nonprofit organizations by undertaking the study in a leading nonprofit hospital in Egypt. Based on a sample of 130 healthcare personnel, the results show that a "bundle" of high-involvement HR practices is positively related to organizational ambidexterity, and that employees' ambidextrous behaviors mediate the relationship between high-involvement HR practices and organizational ambidexterity. The results also highlight the value of high-involvement HR practices in encouraging employees' ambidextrous behavior through staffing, teamwork, and workgroup training, thus helping the organization to achieve ambidexterity.

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Bridging knowledge in ambidextrous HRM systems: empirical evidence from hidden champions

Cited by 62 publications

References 79 publications

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Employee ambidexterity, high performance work systems and innovative work behaviour: How much balance do we need?

High‐involvement human resource practices and their impact on organizational ambidexterity: The mediating role of employees' ambidextrous behaviors

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