The role of HRM practices in product development: Contextual ambidexterity in a US MNC’s subsidiary in India

Malik, Ashish; Pereira, Vijay; Tarba, Shlomo

doi:10.1080/09585192.2017.1325388

Cited by 74 publications

(95 citation statements)

References 84 publications

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“…Organizational culture evaluates the existence of a learning culture, such as openness to ideas and communication, management by commitment, shared vision, and trust, which is critical for considering a changing environment [46], [102]. It is part of the company's BM, and leadership plays a significant role in enabling or hindering change management and learning [64], [83].…”

Section: ) Transforming Capability For Bmimentioning

confidence: 99%

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Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

et al. 2021

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The digital era is reshaping the competitive landscape, creating a more turbulent environment where digital technologies play a significant role in enabling innovative business models. Companies need to promote business model innovations, readapting their business models, and create new digital business models to thrive in this scenario. The literature emphasizes that dynamic capabilities are the main antecedent to business model innovation. However, the dynamic capabilities construct is poorly operationalized, lacking proper measurements that effectively translate them to practice, remaining a black box. This paper aims to further understand, operationalize and measure the distinctive dimensions of dynamic capabilities for business model innovation. To this end, we follow the design science research methodology, building a tool for dynamic capabilities evaluation through a systematic literature review. We then evaluate the tool based on a three-year, in-depth case study of a software company. Our findings show that the current business model has a central role in shaping dynamic capabilities for business model innovation. The proposed measures encompass activities and practices and business model structure, highlighting the relevance of the co-evolution between business model and dynamic capabilities. Thus, we propose creating what we call a "business model innovation engine" as a function that reshapes the business model to incorporate dynamic capabilities as part of the value creation architecture. We contribute to theory by better translating dynamic capabilities for business model innovation to observable (and measurable) organizational phenomena, linking it to the extant strategic management literature, and elucidating how to measure and guide the build-up of such capabilities. We also add to practice by developing a practical tool for management to use as a means to evaluate their current dynamic capabilities state, therefore guiding for informed strategic action.INDEX TERMS Business model innovation, design science research, digital economy, dynamic capabilities, innovation management.

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Section: ) Transforming Capability For Bmimentioning

confidence: 99%

“…Strategic human resources management refers to evaluating the company's practices for hiring, deploying, and training people [103]. It means bringing new people in, moving people for acting on different BMs, correctly assigning people based on skills, cultural background, and interests [80], [102], [105].…”

Section: ) Transforming Capability For Bmimentioning

confidence: 99%

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

et al. 2021

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“…(2017) argue that employee motivation moderates the relationship between information sharing and collaboration, and employee ambidexterity. Additionally, employee training and development facilitate organizational ambidexterity by delivering organizational creativity (Malik et al., 2019) and encouraging learning (Diaz‐Fernandez et al., 2017).…”

Section: Research Framework and Hypothesesmentioning

confidence: 99%

Building a multilevel integrated framework of ambidexterity: The role of dynamically changing environment and human capital management in the performance of Greek firms

Katou

2021

Glob Bus Org Exc

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The purpose of this study is to investigate the serially mediating mechanisms of human capital management practices and organizational ambidexterity, expressed by exploration and exploitation, in the relationship between environmental dynamism and organizational performance, expressed by creativity and productivity. The study is based on 1,183 employees working in 83 Greek private sector firms. By applying multi‐level structural equation modeling, the findings show that the dynamically changing environment has a positive impact on human capital management practices, which in turn have a differential positive impact on exploration and exploitation, which then have a positive influence on organizational creativity and productivity. The study contributes to the literature on organizational ambidexterity by examining whether human capital management practices constitute an antecedent of organizational ambidexterity, and whether organizational performance constitutes a consequence.

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“…Shifts between mundane-extreme and intense-extreme question the capacity for individuals to be able to deal with these dynamics and organizational ambidexterity provides a valuable conceptual framework with which to consider these phenomena (Birkinshaw and Gibson 2004;Junni et al 2013;Malik, Pereira and Tarba, 2018). Organizational ambidexterity postulates that organizations are frequently confronted by competing dynamic environmental and situational demands taking the form of exploitative and explorative (Malik et al, 2018b;Malik et al, 2017b)).…”

Section: Connecting Work Intensification and Extremes With Organizatimentioning

confidence: 99%

Work intensification and ambidexterity - the notions of extreme and ‘everyday’ experiences in emergency contexts: surfacing dynamics in the ambulance service

Wankhade

Stokes

Tarba

et al. 2019

Public Management Review

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Many organizational contexts have experienced radical changes resulting in work intensification. Whilst emergency services face evident 'macro-extreme' challenges (emergencies, major traumas) employees also experience parallel, everyday 'routine' in microsettings. How such micro-episodes interact with macro-extreme dynamics remains underexplored providing an opportunity to extend literature on micro-foundational organizational ambidexterity. This paper empirically examines these dynamics in the UK Ambulance Service by developing a conceptual model to explore the exploitative and explorative shifts and manifestations of work intensification. The findings demonstrate a recognition of macro-type intense-extremes impacts but less appreciation of their interaction with micro-situational mundane-extremes.

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The role of HRM practices in product development: Contextual ambidexterity in a US MNC’s subsidiary in India

Cited by 74 publications

References 84 publications

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

Building a multilevel integrated framework of ambidexterity: The role of dynamically changing environment and human capital management in the performance of Greek firms

Work intensification and ambidexterity - the notions of extreme and ‘everyday’ experiences in emergency contexts: surfacing dynamics in the ambulance service

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