Field Study to Evaluate the Effect of Strategic Leadership and Organizational Ambidexterity on Organizational Agility

Kumkale, İlknur

doi:10.1007/978-981-16-7582-9_4

Cited by 10 publications

(17 citation statements)

References 28 publications

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“…Another dimension distinction is between alignment and adaptability that Gibson and Birkinshaw (2004) introduced to the literature (Gibson & Birkinshaw, 2004). Among research in the field of OA, studies by March (1991), Benner and Tushman (2003), He and Wong (2004), Lubatkin et al (2006), Menguc and Auh (2008), Raisch and Birkinshaw (2008), O'Reilly and Tushman (2013Tushman ( ), G€ unsel et al (2018, Clauss et al (2021), andWenke et al (2021) adopted the approach based on exploitation and exploration capabilities while studies by Gibson and Birkinshaw (2004), De Clercq et al (2013), and Kortmann et al (2014 adopted the approach based on the distinction between alignment and adaptability (Bakan & Sezer, 2017;Kumkale, 2022). Although studies investigate OA with different dimensions, exploitation and exploration capabilities are the most widely used (Cheng & Van de Ven, 1996).…”

Section: Organizational Ambidexteritymentioning

confidence: 99%

Is the Effect of Organizational Ambidexterity and Technological Innovation Capability on Firm Performance Mediated by Competitive Advantage? An Empirical Research on Turkish Manufacturing and Service Industries

Çelik,

Uzunçarşılı

2023

Sage Open

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The strategic management literature reveals that organizational ambidexterity (OA) and technological innovation capabilities (TIC) have separate effects on competitive advantage (CA) and firm performance (FP). However, these two capabilities have not been investigated simultaneously and in comparison with the sector. The main aim of this study is to reveal the mediating role of CA in the effect of OA and technological innovation capabilities on FP. Using the research model based on quantitative data, the primary data were collected by applying an online survey to 770 people selected by the random sampling method from the textile/ready-made garment/leather sector representing the manufacturing sector and the information technology sector representing the service sector working under the Istanbul Chamber of Commerce (ICOC) in Istanbul. The data collected were analyzed using SPSS. The results showed that CA mediated positive and statistically significant effects of OA and technological innovation capabilities on FP, and this mediating effect differed by sectors. The current study provided insights into manufacturing and service sector firms. Based on these results, recommendations for researchers and firm managers are presented in the conclusion section.

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Section: Organizational Ambidexteritymentioning

confidence: 99%

Is the Effect of Organizational Ambidexterity and Technological Innovation Capability on Firm Performance Mediated by Competitive Advantage? An Empirical Research on Turkish Manufacturing and Service Industries

Çelik,

Uzunçarşılı

2023

Sage Open

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“…Consistency is characteristic of exploitation profiles (Datta et al, 2021) oriented to improving existing products, resources and competencies (Kumkale, 2022). High consistency organizations face difficulties maintaining consumer focus and change (Denison et al, 2012); therefore, high control, centralization and formal decision-making diminish Innovation (Abdullah et al, 2014).…”

Section: Hypotheses Development [2]mentioning

confidence: 99%

Organizational culture and innovation: exploring the “black box”

Vargas-Halabí

Perales

2023

EJMBE

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PurposeThis research aimed to conceptualize organizations as open and purposeful systems to study how organizational culture (OC) influences firms' Innovative Performance (IP). The authors proposed goal setting and internal integration/external adaptation paradox as central to explaining OC's mediating and suppressing effects on IP.Design/methodology/approachThe authors collected data from 372 Costa Rican organizations and analyzed them with structural equations. This research used the Denison Model instead of the usual typology-based approaches.FindingsThe mission had a direct and high impact on IP. The mediated effect via adaptability was also elevated, as well as the suppressor effect through consistency. There was no effect on IP of involvement. According to these results, the Open and Rational Systems Framework emerge as the main theoretical explanatory concepts.Originality/valueDisaggregating the OC through a performance-oriented dimensional model makes it possible to study the dynamics between the elements that compound it and facilitate integrating these findings with other research streams.

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“…By itself, this organisational reorganisation saves money on running expenses. As a result of learning new regions and the local subcultures while participating in work rotation, there are advantages to enhanced interdepartmental socialisation and assimilation (Kumkale, 2022).…”

Section: Job Rotationmentioning

confidence: 99%

Job Rotation As A Leadership Development Tool in Malaysia Education Sector

Rashid¹,

Zaini²,

Roni³

et al. 2022

IJARBSS

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The purpose of this study was to look into how job rotation functions as a mechanism for developing leadership in Malaysia's educational system. Since the practise of job rotation is linked to career growth, management of the organisation should put greater emphasis on enhancing job rotation implementation and take into account the development of leadership within the company. In other words, job rotation helps increase employee and organisational effectiveness and production. It aids employees in acquiring new abilities and knowledge, overcoming monotony, and resolving issues with their jobs. It is hoped that by looking at these elements, a thorough grasp of the optimal strategy for starting staff leadership development can be attained. Job rotation is a good choice for developing people for senior roles in the company as well as a tool for identifying high potential personnel. Regardless of work status, participants must have a certain level of daring, be risk-takers, and accept responsibility for this to be successful. The people whose jobs are rotated must regularly perform well. Job rotation puts leaders and leadership to the test. People in the pipeline are trained and groomed for adaptability to display leadership qualities.The ultimate focus of job rotation is succession planning.This study are using descriptive survey to investigate the relationship between motivation, job rotation, skill and knowledge toward leadership skills. Total of 342 set of questionnaire were collected out of 400 respondent. Statistical Package for the Social Science (SPSS) software are use in this project. So, a questionnaire were distributed among employees in education sector. Factors such as motivation, job rotation, skill and knowledge and performance is influence the determinants of leadership skill among employees in education sector were analyzed. This study found a substantial association between motivation, job rotation, skill and knowledge, and performance belief and the drivers of leadership qualities among workers in the education sector. The results of this study may contribute to higher staff morale. This study also suggested that future studies aim for greater sample sizes.

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Field Study to Evaluate the Effect of Strategic Leadership and Organizational Ambidexterity on Organizational Agility

Cited by 10 publications

References 28 publications

Is the Effect of Organizational Ambidexterity and Technological Innovation Capability on Firm Performance Mediated by Competitive Advantage? An Empirical Research on Turkish Manufacturing and Service Industries

Is the Effect of Organizational Ambidexterity and Technological Innovation Capability on Firm Performance Mediated by Competitive Advantage? An Empirical Research on Turkish Manufacturing and Service Industries

Organizational culture and innovation: exploring the “black box”

Job Rotation As A Leadership Development Tool in Malaysia Education Sector

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