Toward Organizational Ambidexterity in the Hotel Industry

Abstract

A few years ago and coinciding with the dilemma posed by March about the contradictions involved in exploration and exploitation learning, we saw the emergence of the “Organizational Ambidexterity” (OA) concept as a metaphor to define organizations that are able to develop exploitation and exploration learning at the same time. Despite the efforts made to discern the OA antecedents and moderating factors, a number of aspects still remain to be studied on the map of research into this topic. One of them is the role that human resources can play in ambidextrous learning. Special attention has also been paid in the field of human resource management to the link between high performance work systems (HPWS) and performance. Recent studies highlight the need to make further progress in this direction but using some organizational capacity as a mediating variable between HPWSs and performance. This article uses OA as the mediator variable in this relationship. The main objectives of this research are (a) to determine whether the utilization of an HPWS exerts a positive influence on OA, (b) to know the extent to which HPWSs and OA contribute to organizational performance, and (c) to verify the potential mediating role played by OA on the HPWS performance relationship. The theoretical model and the hypotheses proposed were tested using a sample of 100 Spanish hotels.

The effects of high performance work systems in employees’ service-oriented OCB

“…As a result, the generalizability of previous studies’ findings should be avoided not only across contexts and countries, but also across sectors. Regarding the hospitality sector, there is only a handful of studies that take place in the European context (e.g., Karadas and Karatepe, 2019 ; Ruzic, 2015 ; Úbeda-García et al, 2016 , 2018a , b ). Despite this progress, no study has been conducted in the Greek hospitality context.…”

The Mechanism of How Integrated Marketing Communications Influence on the Chinese Online Customer’s Repurchase Intention

“…Referring to Ubeda-Garcia et al and Zaki, the bootstrapping method (5000 samples with bootstrap confidence interval of 95%) was used to examine the influence of IMC on entrepreneurial performance [82,89]. The results were shown in table 4 and figure 2: the overall impact of IMC on repurchase intention is significant (0.153), while the direct impact is not significant (-0.020).…”

Structural ambidexterity in higher education: excellence education as a testing ground for educational innovations

“…We consider here human resource management (HRM) configurations that instil core values and beliefs (i.e. culture) (Kang and Snell 2009), influence employees' performance (Huang and Kim 2013), and facilitate motivated and competent staff to dedicate efforts to exploratory activities (Úbeda-García et al 2016). Moreover, Adler, Goldoftas, and Levine (1999) argue that employees' creativity, flexibility and efficiency is improved through job enrichment, which can be achieved through a degree of job rotation (switching) between organisational structures (explorative and exploitive units).…”

“…There are different modes of ambidexterity. In the contextual ambidexterity mode employees conduct both exploitative and explorative activities at the same time (Úbeda-García et al 2016;Kang and Snell 2009). Temporal ambidexterity is achieved by organisations that alternate between exploitative and explorative activities, thus making the process sequential (Turner et al 2013;Kang and Snell 2009).…”