Control mechanisms, organizational ambidexterity and organizational creativity: An Empirical Study

Liu Xinmei; Han Xiao; Bai Yang; Li Muhan

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Science Research Management ›› 2013, Vol. 34 ›› Issue (10) : 1-9.

Control mechanisms, organizational ambidexterity and organizational creativity: An Empirical Study

Liu Xinmei¹, Han Xiao^1,2, Bai Yang^1,2, Li Muhan^1,2

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Abstract

Based on the Dynamic Capability Theory, this paper constructs a framework including organizational control, organizational ambidexterity and organizational creativity under the input-process-output pradiagram. First, this paper analyzes the relationships among control mechanisms, organizational ambidexterity and organizational creativity. A total of 283 valid samples are used to test the theoretical hyphotheses and the results show that the integration of organizational ambidexterity has a positive impact on promoting the organizational creativity while on the condition of limited resources, focusing too much on the balance of organizational ambidexterity may hinder the organizational creativity. The results also indicate that the outcome control and the process control could not only influence directly the organizatoinal creativity positively, but also have an indirect effect on the organizational creativity through the combination and balance of organizational ambidexterity. The conclusions of this study is meaningful to guide the practices of the creativity strategy for medium and small-sized enterprises in China.

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control mechanisms / organizational ambidexterity / creativity / organizational creativity

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Liu Xinmei, Han Xiao, Bai Yang, Li Muhan. Control mechanisms, organizational ambidexterity and organizational creativity: An Empirical Study[J]. Science Research Management. 2013, 34(10): 1-9

References

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