The Impact of Strategic Leadership on Organisational Ambidexterity at the King Abdullah Ii Design and Development Bureau (Kaddb)

Alzawahrah, Hamza; Alkhaffaf, Maha

doi:10.29121/ijoest.v5.i3.2021.193

Cited by 3 publications

(3 citation statements)

References 37 publications

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“…In a Jordanian study, Alshaer (2020) observed the impact of strategic vigilance on organisational ambidexterity in Jordanian Commercial Banks and found a positive effect of strategic vigilance on organisational ambidexterity. In another Jordanian study, Alzawahrah and Alkhaffaf (2021) studied the impact of strategic leadership dimensions on the organisational ambidexterity dimension at the King Abdullah II Design and Development Bureau (KADDB). The results of the questionnaire analysis revealed that there is a significant impact of strategic leadership approved on organisational ambidexterity at KADDB.…”

Section: Literature Review and Theoretical Framingmentioning

confidence: 99%

Does organizational ambidexterity mediate the relationship between intellectual capital and financial performance

Taha,

Siam,

Alshurafat

et al. 2024

JIC

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PurposeThis paper aims to examine the relationship between different dimensions of intellectual capital and industrial companies' financial performance. In addition, this paper aims to examine the role of organisational ambidexterity in mediating this relationship.Design/methodology/approachThis paper adopted a quantitative method using a previously validated questionnaire. The questionnaire copies have been distributed to accountants and accounting managers in the context of industrial companies.FindingsFindings indicate that there is a positive correlation between all dimensions of intellectual capital and organisational ambidexterity. Furthermore, the connection between intellectual capital dimensions and financial performance is notably positive when it comes to relational capital. Additionally, it was established that the various dimensions of capital and financial performance are interconnected through the intermediary influence of organisational ambidexterity.Originality/valueThis paper provides important contributions to managers, policymakers and stakeholders. Jordanian industrial companies must improve the quality of their work by enhancing levels of intellectual capital and organisational ambidexterity that leads to improving the financial performance of companies. Additionally, managers should identify and capitalise on the benefits of other intangible assets and understand more about how to increase the use level of other intangible assets.

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Section: Literature Review and Theoretical Framingmentioning

confidence: 99%

Does organizational ambidexterity mediate the relationship between intellectual capital and financial performance

Taha,

Siam,

Alshurafat

et al. 2024

JIC

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“…OA complements PL by providing a framework for exploring new sustainability initiatives while exploiting existing capabilities for efficiency and sustainable performance (Gibson and Birkinshaw, 2004). Burawat (2019) claimed that CSP demands resource efficacy, carbon footprint minimisation, green promotion and stakeholder amalgamation through adopting PL (Alzawahrah and Alkhaffaf, 2021). OA enables firms to translate paradoxical leaders' innovative ideas into action by providing the structures and processes needed to simultaneously explore and exploit for sustainable performance gains (O'Reilly and Tushman, 2013).…”

Section: Paradoxical Leadership and Corporate Sustainable Performancementioning

confidence: 99%

The interplay among paradoxical leadership, industry 4.0 technologies, organisational ambidexterity, strategic flexibility and corporate sustainable performance in manufacturing SMEs of Malaysia

Hossain,

Kumar,

Islam

et al. 2023

EBR

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Purpose Manufacturing firms must embrace smart technologies and develop complex leadership approaches to achieve sustainability. Using the dynamic capability theory, this paper aims to examine the influence of the adoption of industry 4.0 technologies (AT) and paradoxical leadership (PL) on corporate sustainable performance (CSP) of manufacturing small-medium enterprises (SMEs) in Malaysia. Moreover, organisational ambidexterity (OA) is a mediator and strategic flexibility (SF) is a moderator in the study. Design/methodology/approach The study is a cross-sectional, quantitative study design that collected 395 usable responses through a simple random sampling technique and a close-ended structured questionnaire. Structural equation modelling (SEM) procedures were followed to analyse the data. Findings The statistical outcome implies that the AT significantly influence CSP and OA and mediate with CSP in the presence of OA. Moreover, PL shows a significant impact on OA, is insignificant on CSP and mediates with OA and CSP. The authors found a significant association between OA and CSP; however, SF did not provide evidence of a moderate effect. Research limitations/implications The findings of this study clarify the role that organisational capabilities (OA, AT, PL and SF) play in fostering sustainability. The authors suggest incorporating SMEs from different geographies in other sectors by applying diverse methodologies and relevant constructs. Practical implications The result injects new perspectives into policy, managerial and individual levels. Installing OA, AT, PL and SF makes SMEs sustainable. Originality/value The empirical validation of the influence of OA and AT on CSP and the interaction of PL and SF enriches the organisational and entrepreneurial literature.

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“…PL styles may have a synergistic effect on fostering the overall effect of the organisation, including SP (Greco et al, 2021). Burawat (2019) stated that SP requires resource efficiency, carbon footprint reduction, boosting green practices and stakeholder integration with a strategic leadership approach (Alzawahrah and Alkhaffaf, 2021). OA is a proactive synergy of exploitation and exploration that can move SMEs toward sustainability (Shafique et al, 2021).…”

Section: Adoption Of Smart Technologies and Organisational Ambidexteritymentioning

confidence: 99%

Paradoxes on sustainable performance in Dhaka’s enterprising community: a moderated-mediation evidence from textile manufacturing SMEs

Hossain

Teh

Tabash

et al. 2022

JEC

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Purpose Manufacturing small and medium-sized enterprises (SMEs) are heading towards smart manufacturing despite growing challenges caused by globalisation and rapid technological advancement. These SMEs, particularly textile SMEs of Bangladesh, also face challenges in implementing sustainability and organisational ambidexterity (OA) due to resource constraints and limitations of conventional leadership styles. Adopting paradoxical leadership (PL) and entrepreneurial bricolage (EB) is important to overcome the challenges. However, these dynamics are less explored in academia, especially in the Bangladeshi textile SMEs context. Hence, the purpose of this study is to investigate the influence of the adoption of smart technologies (ASTs), PL and OA, EB on sustainable performance (SP) of textile SMEs in Bangladesh. Design/methodology/approach A cross-sectional and primary quantitative survey was conducted. Data from 361 textile SMEs were collected using a structured self-administrated questionnaire and analysed by partial least square structural equation modelling (PLS-SEM). Findings The statistical outcome confirms that ASTs and PL significantly influence SP and OA. OA plays a significant mediating role for PL and is insignificant for ASTs, and EB significantly moderates among ASTs, PL and SP. Research limitations/implications As this study is cross-sectional and focussed on a single city (Dhaka, Bangladesh), conducting longitudinal studies and considering other parts of the country can provide exciting findings. Practical implications This research provides valuable insights for policymakers, management and textile SMEs in developing and developed countries. By adopting unique and innovative OA, PL and EB approaches, manufacturing SMEs, especially textile companies, can be more sustainable. Originality/value This study has a novel, pioneering contribution, as it empirically validates the role of multiple constructs such as AST, PL, OA and EB towards SP in the context of textile SMEs in a developing country like Bangladesh.

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The Impact of Strategic Leadership on Organisational Ambidexterity at the King Abdullah Ii Design and Development Bureau (Kaddb)

Cited by 3 publications

References 37 publications

Does organizational ambidexterity mediate the relationship between intellectual capital and financial performance

Does organizational ambidexterity mediate the relationship between intellectual capital and financial performance

The interplay among paradoxical leadership, industry 4.0 technologies, organisational ambidexterity, strategic flexibility and corporate sustainable performance in manufacturing SMEs of Malaysia

Paradoxes on sustainable performance in Dhaka’s enterprising community: a moderated-mediation evidence from textile manufacturing SMEs

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