textPrior studies have emphasized that structural attributes are crucial to simultaneously pursuing exploration and exploitation, yet our understanding of antecedents of ambidexterity is still limited. Structural differentiation can help ambidextrous organizations to maintain multiple inconsistent and conflicting demands; however, differentiated exploratory and exploitative activities need to mobilized, coordinated, integrated, and applied. Based on this idea, we delineate formal and informal senior team integration mechanisms (i.e. contingency rewards and social integration) and formal and informal organizational integration mechanisms (i.e. cross-functional interfaces and connectedness) and examine how they mediate the relationship between structural differentiation and ambidexterity. Overall, our findings suggest that the previously asserted direct effect of structural differentiation on ambidexterity operates through informal senior team (i.e. senior team social integration) and formal organizational (i.e. cross-functional interfaces) integration mechanisms. Through this richer explanation and empirical assessment, we contribute to a greater clarity and better understanding of how organizations may effectively pursue exploration and exploitation simultaneously to achieve ambidexterity.

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Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms

This study draws upon the hybrid approach of the resource-based view and social capital theory, and aims to develop and empirically validate a model that examines the relationship amongst wise leadership, workplace friendships and open innovation (OI) in family firms (FFs).,An online survey was conducted to collect data from a sample of 381 firms from a developing country. Additionally, this study used AMOS software and structural equation model to empirically test the proposed hypotheses of the theoretical model.,Findings show that wise leadership has a significant, positive indirect effect on stimulating OI in FFs via its influence on building workplace friendships and overcoming knowledge–strategic and collaboration–organisational challenges.,To improve OI, top management teams of family businesses should encourage wise, intelligent, well-informed and strong leaders who drive change. Moreover, they should establish small group, “smart-world” networks for specialised innovation to facilitate friendship based on trust and competence, and develop the coordinating role of family leaders in these networks.,This study complements and advances previous research on OI in many ways. Firstly, the current study proposes a conceptual model that demonstrates the interrelationships amongst the main variables in Iraqi FFs. Secondly, this research explores the crucial mediating role of workplace friendship, which capitalises on the principles of friendship in the context of the acquisition, accumulation and exchange of knowledge, thereby overcoming the challenges associated with innovation.

Impact of wise leadership, workplace friendships on open innovation in family firms: a developing country perspective

ABSTRACT Although the evidence suggests that knowledge management (KM) is instrumental to superior firm performance, research on the mechanisms that mediate this relationship is still evolving. Using KM practices that support the knowledge-related processes (KRP) of knowledge creation, transfer, integration and implementation as the basis, we examine the relationship between the KM practices and firm performance. We also examine the mediating role of innovation in this relationship. The study focused on tank farm firms operating in Nigeria’s oil and gas industry, with data generated from 486 respondents. Results from Structural Equation Modelling showed that innovation partially mediates the relationship between the KM practices that support KRP and firm performance. The study reveals sustainability of firm operations as the most impacted qualitative performance dimension. Overall, the Knowledge-Based View is substantiated, and innovation is confirmed as an important KM antecedent of firm performance. The results provide useful contributions to theory and practice.

The innovation interface between knowledge management and firm performance

Abstract The main purpose of this research is to analyze the exploration and exploitation of knowledge in universities that support innovation and entrepreneurship in their environment. For this, the Performance Measurement Systems (PMS) of the universities management are analyzed as a proxy for the implementation of the strategic vision of the universities. This study is based on a systematic literature review on the subject, supported by the technical possibilities offered by the MAXQDA (The Art of Data Analysis) program. The databases used were the following: Elsevier (Science Direct), Springer, Wiley and Taylor &amp; Francis. The main findings suggest that organizational ambidexterity, in general, develops unevenly and from different approaches, among which innovation, learning and strategy stand out. However, organizational ambidexterity hardly develops in a university context, where most of the university activities require some knowledge of the technological frontier. Therefore, it is necessary to analyze and understand these two dimensions (exploration and exploitation) and their positive influence on entrepreneurship. In a context where the development of technology and science happens at an ever-increasing speed, a balance between exploration and exploitation is necessary, which should be reflected in the different control mechanisms in academic environments, such as the Performance Measurement Systems (PMS). The analysis of these systems will allow to know the position of the universities in the face of ambidexterity. 

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Ambidexterity in entrepreneurial universities and performance measurement systems. A literature review

PurposeLiterature survey shows that it is not clear how knowledge management capability (KMC) and ambidexterity capability affect entrepreneurial creativity (EC) and entrepreneurial intensity (EI) promotion. While empirical studies have emphasized the importance of these factors in improving business performance, the cumulative effect and self-reinforcing loops of these factors in improving firm performance have not been identified. In this regard, the study seeks to investigate how to increase the entrepreneurial capabilities of KMC, EI, EC and ambidexterity of food firms to improve their performance.Design/methodology/approachThe method of the present study is applied in terms of purpose and is quantitative in terms of data collection. In order to collect the data, a questionnaire was designed that contained the variables of the conceptual model of the research. This questionnaire was distributed among industrial and academic experts in the Iranian food industry. The method of data collection is an online cross-sectional survey, and the method of data analysis is structural equation modeling using Smart PLS software to analyze the conceptual model.FindingsThe present study is cross-sectional survey research that examines the impact of KMC, EC and EI on firm performance by considering the mediating role of organizational ambidexterity. The research study shows a positive impact of entrepreneurial capabilities as KMC, EI, EC and ambidexterity on performance. Accordingly, if a firm builds KMC and fosters EC, it can achieve ambidextrous innovation and thus enhance its EI and performance in the food industry.Research limitations/implicationsThis study highlights the knowledge-based view (KBV) in explaining the role of KMC on innovative capabilities and its influence on performance. Research findings shed light on the importance of KMC as a prerequisite for innovation strategy. The study has also established the mediating role of ambidexterity in entrepreneurial value creation. According to the results, small and medium-sized enterprises (SMEs)' performance is positively influenced by entrepreneurial capabilities as KMC, EI, EC and ambidexterity.Originality/valueThis paper gives insights into how SMEs can improve their performance to gain a competitive advantage by developing knowledge and creative ideas in line with entrepreneurial goals. In this regard, the food industry can adopt new strategies to reduce the impact of these challenges to achieve superior performance and competitive advantage.

Knowledge management capability, entrepreneurial creativity, entrepreneurial intensity and firm performance: the mediating role of ambidexterity

Based on organizational ambidexterity theory and knowledge-based view, this study presents a conceptual framework that links organizational ambidexterity, open innovation and innovation performance...

Does openness to innovation matter? The moderating role of open innovation between organizational ambidexterity and innovation performance

Organisational ambidexterity in a firm is significantly influenced by leadership. The relationship between distributed leadership and organisational ambidexterity has attracted the attention of scholars. However, the specific influence and internal mechanism are still unclear. Based on 274 questionnaires from senior managers in mainland China, this study clarifies the effect of distributed leadership on organisational ambidexterity and assesses the mediating role of open innovation and moderating roles of organisational connectedness and environmental dynamism. Our results indicate that distributed leadership has a positive effect on organisational ambidexterity and that the relationship is partially mediated by inbound and outbound open innovation. Organisational connectedness and environmental dynamism positively moderate the relationship between distributed leadership and open innovation (inbound and outbound open innovation) and the relationship between inbound open innovation and organisational ambidexterity. This study expands the driving factors of organisational ambidexterity and enriches the situational factors. 

Ruijie Li

Papers

Does openness to innovation matter? The moderating role of open innovation between organizational ambidexterity and innovation performance

Distributed leadership, open innovation, and organisational ambidexterity: the moderating roles of connectedness and environmental dynamism