The impact of strategy flexibility on firm performance by using organizationalambidexterity as a meditative variable

Li Hua

PDF(881 KB)

Science Research Management ›› 2012, Vol. 33 ›› Issue (9) : 87-94.

The impact of strategy flexibility on firm performance by using organizationalambidexterity as a meditative variable

Li Hua

Author information +

History +

Abstract

The effect of strategy flexibility on firm performance and the mediating role of organizational ambidexterity are explored. The model of strategy flexibility- organizational ambidexterity- firm performance is built, and 231 enterprises in Guangdong Province, China are surveyed. The result indicates that (1) the strategy flexibility promotes the organizational ambidexterity and firm performance; (2) the organizational ambidexterity plays a partial mediated role in the relationship between resource flexibility and firm performance; (3) the organizational ambidexterity plays a complete mediated role in the relationship between coordination flexibility and firm performance.

Key words

strategy flexibility / organizational ambidexterity / firm performance / mediated role

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Li Hua. The impact of strategy flexibility on firm performance by using organizationalambidexterity as a meditative variable[J]. Science Research Management. 2012, 33(9): 87-94

References

[1] Katsuhiko S.Hitt, Strategic flexibility :organizational preparedness to reverse ineffective strategic decisions ,2004,M A.
[2] Nadkarni S,Narayanan VK. Validity of the structural properties of text-based causal maps: an empirical assessment [J]. Organizational Research Methods,2005. 8(1): 9-40.
[3] March, J. G.. Exploration and exploitation in organizational learning[J]. Organization Science, 1991,2:71-87.
[4] Madhavan, R. Strategic flexibility and performance in the global steel industry: The role of interfirm linkages ,Texas A&M University ,MBA Paper,1996.
[5] Gilbert, Clark. Unbundling the structure of inertia: Resource versus routine rigidity[J]. Academy of Management Journal, 2005,48: 741-763
[6] Christensen, C. M,The innovator’s dilemma[M]. Boston:Harvard Business School Press,1997.
[7] Chandy, R. K., & Tellis, G. J, Organizing for radical product innovation: The overlooked role of willingness to cannibalize [J]. Journal of Marketing Research, 1998,35(4).
[8] Teece, D. J., Pisano, G., & Shuen, A, Dynamic capabilities and strategy management, Strategic Management Journal [J], 1997,18: 509-553.
[9] Lee, Ho-uk, The impact of CEO and TMT characteristics on strategic flexibility and firm performance , Texas A&M University, PHD,2002
[10] Ashok Abbott,Kunal Banerji, Strategic flexibility and firm performance: The case of US based transnational corporations .Global Journal of Flexible Systems Management.2003
[11] Colbert, B. A. The complex resource-based view: Implications for theory and practice of strategic human resource management [J]. Academy of Management Review, 2004,3: 341-358.
[12] He, Z. L., & Wong, P. K. Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis [J]. Organization Science, 2004.15: 481-494.
[13] Benner, Mary J. and Tushman, Michael L.. Exploitation, exploration and process management: The productivity dilemma revisited [J]. Academy of Management Review, 2003,(28):238-256.
[14] O’Reilly, C. A., & Tushman, M. L. The ambidextrous organization[J]. Harvard Business Review, 2004,(82): 74-81.
[15] Cottrell, T., & Nault, B. R. Product variety and firm survival in the microcomputer software industry[J]. Strategic Management Journal, 2004,(25): 1005-1026.
[16] Adler, P. S., & Borys,B. Two types of bureaucracy: Enabling and coercive [J]. Administrative Science Quarterly, 1996,(41): 61-89.
[17] Holmqvist, M. Experiential learning: The contributing process and the literatures [J]. Organization Science, 2004,(2):88-115.
[18] Feldman, M. S., and Pentland, B. T., Reconceptualizing organizational routines as a source of flexibility and change [J]. Administrative Science Quarterly, 2003,48: 94-118.
[19] Miller, D., & Friesen, P. H, Momentum and revolution in organizational adaptation[J], Academy of Management Journal, 1980.23: 591-614.
[20] Sanchez, R., Preparing for an uncertain future [J],International Studies of Management & Organization ,1997,27, 71-95
[21] Martinez-Sanche,A.,Vela-Jimenez,J.M.,Perez-perez,M.,de-Luis-Carnicer,P. Inter-organizational cooperation and environmental change: moderating effects between flexibility and innovation performance[J] ,British Journal of Management,2009,Volume 20,Issue 4,pages 537-56.
[22] YuanLi,ZhongfengSu,YiLiu,Can strategic flexibility help firms profit from product innovation? [J], Technovation,2010,Vol. 30,No. 5-6.,pp. 300-309
[23] Tan, J. J. & Litschert, R. J,Environment- strategy Relationship and Its Performance Implications: An Empirical Study of the Chinese Electronic Industry[J],Strategic Management Journal, 1994,15(1):1-20.
[24] Wang, D., Tsui, A. S., Zhang, Y. & Ma, L., Employment Relationships and Firm Performance: Evidence from an Emerging Economy [J], Journal of Organizational Behavior,2003,24 (5) :511-535.
[25] Baron,R. M. & Kenny,D. A.,The Moderator mediator variable distinction in social psychological research: conceptual,strategic and statistical considerations [J],Journal of Personality and Social Psychology,1986,Vol.51,pp.1173-1182.
[26] Jansen, J. J. P., van den Bosch, F. A. J., & Volberda, H. W. Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators [J]. Management Science, 2006. (11): 1661-1674.
[27] Gibson, C. B., & Birkinshaw, The antecedents, consequences and mediating role of organizational ambidexterity[J]. Academy of Management Journal, J. 2004, (47): 209-226.