Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity |
| |
Authors: | Amer Ali Al-Atwi Joseph Amankwah-Amoah Zaheer Khan |
| |
Affiliation: | 1. Al-Muthanna University, Semawa, Iraq;2. Kent Business School, University of Kent, Chatham, Kent, ME4 4TE, United Kingdom;3. Kent Business School, University of Kent, Canterbury, CT2 7FS, United Kingdom;4. School of Marketing and Communication, University of Vaasa, Finland |
| |
Abstract: | This paper builds on prior scholarly works by examining the relationship between organizing paradox (formalization and decentralization), and organizational levels of learning paradoxes, i.e. exploration and exploitation, and firms’ outcomes (organizational creativity, organizational resilience and organizational energy). Using data from 98 executives and 325 senior employees working across a diverse range of firms operating in the Middle East, the findings suggest that organizing paradox (formalization and decentralization) has a positive impact on learning ambidexterity. In addition, we also found that learning ambidexterity has a positive impact on both organizational resilience and organizational energy. Furthermore, the results indicate that learning ambidexterity mediates the relationship between organizing paradox and organizational creativity. These findings provide important insights into the micro-foundation aspects of organizational ambidexterity. |
| |
Keywords: | Organizational design Paradox Exploration Exploitation Ambidexterity Micro-foundations Emerging markets Middle East |
本文献已被 ScienceDirect 等数据库收录! |
|