Developing ambidexterity through quality management and their effects on performance |
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| Institution: | 1. Faculty of Economics and Business Administration, Ruppin Academic Center, Israel;2. Paris School of Business, France;1. École des Sciences de Gestion de l’Université du Québec à Montréal (ESG UQAM), 320, rue Sainte-Catherine Est, Montréal, QC, H2X 3X2, Canada;2. University of Perpignan, CRESEM (EA 7397), 52 avenue Paul Alduy, 66860, Perpignan, France;3. École de Gestion de l’Université du Québec à Trois-Rivières (EGUQTR), 3351, boulevard des Forges, Trois-Rivières, QC, G9A 5H7, Canada;1. Division of Engineering, Business, and Computing Penn State Berks Tulpehocken Road, P.O. Box 7009, Reading, PA 19610, United States;2. School of Hospitality & Tourism Management, Oklahoma State University, 365 Human Sciences, Stillwater, OK 74078, United States;3. The School of Hospitality Business, Broad College of Business, Michigan State University, 667 North Shaw Lane, East Lansing, MI 48824, United States;1. School of Management, Xi’an Jiaotong University, Xi’an 710049, Shaanxi, China;1. University of Cologne, Endowed Chair for Interdisciplinary Management Science, Faculty of Management, Economics and Social Sciences, Albertus-Magnus-Platz, 50923 Cologne, Germany;2. Vrije Universiteit Amsterdam, School of Business and Economics, De Boelelaan 1105, 1081 HV Amsterdam, Netherlands |
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| Abstract: | This study analyzes the influence of quality management practices on organizational ambidexterity and on performance, and the mediating role of ambidexterity in the relationship between quality management practices and performance in the hotel industry. The paper uses Partial Least Squares (PLS) analysis based on data from 365 Spanish hotels. The results show that quality management practices favor the development of organizational ambidexterity, that is, they help balance exploitation and exploration activities, and this contributes to improving hotel performance. Moreover, ambidexterity acts as a partial mediator between quality management practices and hotel performance. These findings imply that quality management practices can create an appropriate organizational context to simultaneously develop both service improvements (exploitative innovations) and service innovations (explorative innovations). This paper contributes to theory by developing new knowledge regarding quality management as a facilitator of ambidexterity, and the mediating role of ambidexterity in the relationship between quality management and hotel performance. |
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| Keywords: | Quality management Organizational ambidexterity Performance Hotel industry |
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