Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Al-Atwi, Amer Ali; Amankwah‐Amoah, Joseph; Khan, Zaheer

doi:10.1016/j.ibusrev.2019.101656

Cited by 39 publications

(53 citation statements)

References 112 publications

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“…Small firms in resource‐poor economies have not been the focus of environmental strategy research due to their presumed lack of interest and resources to go beyond regulatory compliance (Aragón‐Correa, Hurtado‐Torres, Sharma, & García‐Morales, 2008; Russo & Fouts, 1997). In highly resource‐constrained and uncertain circumstances, firms need to make the best use of the capabilities and resources at their disposal (Al‐Atwi, Amankwah‐Amoah, & Khan, 2019; Thornhill, 2006), which is especially the case in sub‐Saharan Africa (Acquaah, 2007; Obeng & Blundel, 2015). As an emerging economy, Ghana is experiencing significant turbulence, and small firms often encounter constraints and uncertainties.…”

Section: Introductionmentioning

confidence: 99%

CEOs' reputation, quality management and environmental innovation: The roles of stakeholder pressure and resource commitment

et al. 2020

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In this paper, we examine how and when chief executive officers' (CEOs') reputation enhances environmental innovation by considering quality management as a mediating mechanism of this relationship. In addition, we introduce stakeholder pressures (primary and secondary stakeholder pressures) as important contingencies of the relationship between CEOs' reputation and quality management. Moreover, we test the moderating role of resource commitment on the quality management‐environmental innovation relationship. We test our research model using data from a manufacturing industry sample of 217 firms from Ghana. We find that quality management mediates the relationship between reputation and environmental innovation. Moreover, the relationship between CEOs' reputation and quality management is amplified when levels of both primary and secondary stakeholder pressures are greater. Finally, our findings show that the effect of quality management on environmental innovation is enhanced when resource commitment is greater. Implications for theory and practice are discussed.

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Section: Introductionmentioning

confidence: 99%

CEOs' reputation, quality management and environmental innovation: The roles of stakeholder pressure and resource commitment

et al. 2020

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“…Moreover, learning developed during this stage will inevitably influence capabilities developed in the two other stages (Anderson et al, 2020), and further improve organizational response. Nine articles explicitly address learning as part of capabilities to cope with uncertainty and sudden changes (Al-Atwi et al, 2021). We noted a tendency to address the role of learning in coping as a chance for organizations to expand their cognitive and behavioral perspectives (Tasic et al, 2020) and thus broaden the range of actions (Duchek, 2020) to build resilience to offer "better future protection" (Manfield andNewey, 2018, p. 1161).…”

Section: Literature Reviewmentioning

confidence: 99%

“…Moreover, learning from accidents, or even more extreme events such as emergencies and catastrophes, needs to be integrated with learning from minor consequence events or even from the normal functioning of everyday activities (Hollnagel, 2011, cited by Patriarca et al, 2018. The literature reviewed highlights how resilient learning is "ambidextrous, " with a diversity of practices that organizations should explore and exploit (Al-Atwi et al, 2021), balancing flexible and procedural strategies (Azadegan et al, 2019).…”

Section: Importance Of Continuity and Need For A Systemmentioning

confidence: 99%

Building Organizational Resilience Through Organizational Learning: A Systematic Review

2022

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With organizational environments becoming increasingly complex and volatile, the concept of “organizational resilience” has become the “new normal”. Organizational resilience is a complex and multidimensional concept which builds on the myriad of capabilities that an organization develops during its lifecycle. As learning is an inherent and essential part of these developments, it has become a central theme in literature on organizational resilience. Although organizational resilience and organizational learning are inherently interrelated, little is known of the dynamics of effective learning that may enhance organizational resilience. This study explores how to achieve organizational learning that can serve to promote organizational resilience. Our aim is to contribute to a more comprehensive knowledge of the relation between organizational resilience and organizational learning. We present the results of a systematic literature review to assess how organizational learning may make organizations more resilient. As both organizational resilience and organizational learning are topics of practical importance, our study offers a specifically targeted investigation of this relation. We examine the relevant literature on organizational learning and resilience, identifying core themes and the connection between the two concepts. Further, we provide a detailed description of data collection and analysis. Data were analyzed thematically using the qualitative research software NVivo. Our review covered 41 empirical, 12 conceptual and 6 literature review articles, all indicating learning as mainly linked to adaptation capabilities. However, we find that learning is connected to all three stages of resilience that organizations need to develop resilience: anticipation, coping, and adaptation. Effective learning depends upon appropriate management of experiential learning, on a systemic approach to learning, on the organizational ability to unlearn, and on the existence of the context that facilitates organizational learning.

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“…To adapt to the particularity of the BOP market, the firm must shift their focus of competition from within-firm to learn through relationships. Improving one's resources and abilities through cooperative learning has become an important motivation for cooperative relations (Alatwi et al, 2021 ). March ( 1991 ) proposed that there are ambidextrous learning behavior of exploratory learning and exploitative learning in organizations.…”

Section: Hypothesis Developmentmentioning

confidence: 99%

The Curvilinear Relationships Between Relational Embeddedness and Dynamic Capabilities: The Mediating Effect of Ambidextrous Learning

2022

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Dynamic capabilities are crucial to the survival and development of enterprises in the BOP (Base/Bottom of the Pyramid, hereinafter BOP) market. The research focuses on the double-edged sword impact of relational embeddedness on dynamic capabilities via ambidextrous learning, that is moderate embeddedness facilitates dynamic capabilities while overembeddedness inhibits them. Furthermore, this study investigates whether human capital moderates the relationships between relational embeddedness and ambidextrous learning. Selecting 264 samples for empirical research, firstly, the results show that the relational embeddedness in the BOP cooperation network has an inverted U-shaped influence on ambidextrous learning and dynamic capabilities. Secondly, exploratory learning and exploitative learning play a mediating role in relational embeddedness and dynamic capabilities. Thirdly, prior experience plays a positive moderating role in relational embeddedness and exploitative learning. The conclusions facilitate understanding the antecedents of dynamic capabilities and the black box of “embeddedness paradox,” and provide empirical evidence for adjusting the human capital of enterprises, enhancing the exploratory learning capability and exploitative learning capability, and coping with the overembeddedness effects.

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Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Abstract: The version in the Kent Academic Repository may differ from the final published version. Users are advised to check http://kar.kent.ac.uk for the status of the paper. Users should always cite the published version of record.

Cited by 39 publications

References 112 publications

CEOs' reputation, quality management and environmental innovation: The roles of stakeholder pressure and resource commitment

CEOs' reputation, quality management and environmental innovation: The roles of stakeholder pressure and resource commitment

Building Organizational Resilience Through Organizational Learning: A Systematic Review

The Curvilinear Relationships Between Relational Embeddedness and Dynamic Capabilities: The Mediating Effect of Ambidextrous Learning

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