The antecedents and consequence of ambidextrous organizational learning:Based on ambidexterity perspective

Chen Jianxun

Science Research Management ›› 2011, Vol. 32 ›› Issue (6) : 140-149.

PDF(999 KB)
PDF(999 KB)
Science Research Management ›› 2011, Vol. 32 ›› Issue (6) : 140-149.

The antecedents and consequence of ambidextrous organizational learning:Based on ambidexterity perspective

  • Chen Jianxun
Author information +
History +

Abstract

The current research on organizational learning has neglected the roles playing by top leaders' leadership. Based on the ambidexterity perspective, along with the research findings of leadership theory, organizational learning theory, and innovation theory, a model of antecedents and consequence of ambidextrous organizational learning is built, and the hypothesis is tested by using Chinese samples. The finding reveals that ambidextrous leadership is a key antecedent of ambidextrous organizational learning, and ambidextrous organizational learning has a positive effect on ambidextrous innovation through a mediate role of ambidextrous organizational learning. It is also found that when the company faced the higher degree ambidextrous environment, ambidextrous leadership has a positive effect on ambidextrous organizational learning, when the company faced lower degree ambidextrous environment, ambidextrous leadership has a negative influence on ambidextrous organizational learning. Finally, the conclusion, significance, and contribution of these results are discussed.

Key words

ambidextrous leadership / ambidextrous organizational learning / ambidextrous innovation / ambidextrous environment

Cite this article

Download Citations
Chen Jianxun. The antecedents and consequence of ambidextrous organizational learning:Based on ambidexterity perspective[J]. Science Research Management. 2011, 32(6): 140-149

References

[1] Benner, M. J. and M. L. Tushman., Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited[J]. Academy of Management Review, 28 (2), 2003, 238-256. [2] Gibson, C.& Birkinshaw, J., The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity[J]. Academy of Management Journal, 47, 2004,209-226. [3] Smith W. K. and M. L. Tushman., Managing Strategic Contradictions: A Top Management Model for Managing Innovation Streams[J]. Organization Science, 16 (5), 2005, 522-536. [4] Lubatkin, M H., Simsek, Z; Ling Y, Veiga, J F., Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration[J]. Journal of Management, 32 (5), 2006, 646-672. [5] Bass, B. M., Leadership and Performance beyond Expectations [M]. New York: Free Press.1985. [6] Waldman D. A., Ramirez G. G., House R. J. & Puranam P., Does Leadership Matter? CEO Leadership Attributes and Profitability under Conditions of Perceived Environmental Uncertainty[J]. Academy of Management Journal, 2001, 44 (1): 134-143. [7] March, J. G., Exploration and Exploitation in Organizational Learning[J]. Organization Science, 1991, 2 (1): 71-87. [8] Quinn, R. E. Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance[M]. San Francisco: Jossey-Bass.1988 [9] 付玉秀,张洪石. 突破性创新:概念界定与比较[J]. 数量经济技术经济研究,2004,15(3): 73-83. [10] 刘新民,李恒,冯进路. 企业内部控制机制对创新模式选择的影响分析[J]. 南开管理评论,2006,10(2): 64-68. [11] Dess, G G, Beard, D W, Dimensions of Organizational Task Environments [J]. Administrative Science Quarterly, 29, 1984,52-73. [12] Waldman, D. A. & Yammarino, F. J, CEO Charismatic Leadership: Levels of Management and Levels of Analysis Effects[J]. Academy of Management Review, 1999, 24: 266-285. [13] Jansen,J.J. P., Frans A. J. V .D. B., Volberda W.H, Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators[J]. Management Science, 2006, 11, 52(11), 1661-1674. [14] Matusik, S F., Hill, C.W. L. The Utilization of Contingent Work, Knowledge Creation and Competitive Advantage[J]. Academy of Management Review, 23,1998, 680-697. [15] He Z.L., Wong P.K., Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis[J]. Organization Science, 2004, 7-8, 15(4), 481-494. [16] 贾良定,陈永霞,宋继文,李超平,张君君. 变革型领导、员工的组织信任与组织承诺—中国情景下企业管理者的实证研究[J]. 东南大学学报(哲学社会科学版), 2006, 8(6): 59-68. [17] 蒋春燕,赵曙明. 社会资本和公司企业家精神与绩效的关系:组织学习的中介作用[J]. 管理世界,2006, 14(10): 90-99. [18] Subramaniam M and A. Youndt, M A, The Influence of Intellectual Capital on the Types of Innovative Capabilities[J]. Academy of Management Journal, 2005, 48: 450-463. [19] 温忠麟、张雷、侯杰泰. 有中介的调节变量和有调节的中介变量[J].心理学报,2006,38(3):448-452.
PDF(999 KB)

Accesses

Citation

Detail

Sections
Recommended

/