1,010
Views
19
CrossRef citations to date
0
Altmetric
Original Articles

The mediating role of quality on the relationship between cultural ambidexterity and innovation performance

, &

References

  • Asif, M., De Vries, J. H., & Ahmad, N. (2013). Knowledge creation through quality management. Total Quality Management & Business Excellence, 24(6), 664–677. doi: 10.1080/14783363.2013.791097
  • Barclay, D., Higgins, C., & Thompson, R. (1995). The partial least squares (PLS) approach to causal modeling: Personal computer adoption and use as an illustration. Technology Studies, 2(2), 285–323.
  • Bell, B. S., & Kozlowski, W. (2002). Goal orientation and ability: Interactive effects on self-efficacy, performance, and knowledge. Journal of Applied Psychology, 87(3), 497–505. doi: 10.1037/0021-9010.87.3.497
  • Birkinshaw, J., & Gibson, C. (2004). Building an Ambidextrous Organisation. Advanced Institute of Management Research Paper No. 003. Retrieved from http://mbsportal.bl.uk/secure/subjareas/mgmt/aim/wp/122082003-June-2004-Birkinshaw(final)[1].pdf
  • Boselie, P., & van der Wiele, T. (2002). Employee perceptions of HRM and TQM, and the effects on satisfaction and intention to leave. Managing Service Quality: An International Journal, 12(3), 165–172. doi: 10.1108/09604520210429231
  • Boumgarden, P., Nickerson, J., & Zenger, T. R. (2012). Sailing into the wind: Exploring the relationships among ambidexterity, vacillation, and organizational performance. Strategic Management Journal, 33, 587–610. doi: 10.1002/smj.1972
  • Cameron, K. S., & Quinn, R.E. (1999). Diagnosing and changing organizational culture. Reading: Addison-Wesley.
  • Cantarello, S., Martini, A., & Nosella, A. (2012). A multi-level model for organizational ambidexterity in the search phase of the innovation process. Creativity and Innovation Management, 21(1), 28–48. doi: 10.1111/j.1467-8691.2012.00624.x
  • Chadwick, I. C., & Raver, J. L. (2015). Motivating organizations to learn: Goal orientation and its influence on organizational learning. Journal of Management, 41(3), 957–986. doi: 10.1177/0149206312443558
  • Chang, Y. Y., & Hughes, M. (2012). Drivers of innovation ambidexterity in small- to medium-sized firms. European Management Journal, 30, 1–17. doi: 10.1016/j.emj.2011.08.003
  • Chang, S., & Lee, M. S. (2007). The effects of organizational culture and knowledge management mechanisms on organizational innovation: An empirical study in Taiwan. The Business Review, 7(1), 295–301.
  • Chin, W. W. (1998). The partial least squares approach to structural equation modelling. In G. A. Marcoulides (Ed.), Modern methods for business research (pp. 295–358). Mahwah, NJ: Lawrence Erlbaum Associates.
  • Chong, Y.-E. A., Ooi, K.-B., Lin, B., & Teh, P.-L. (2010). TQM, knowledge management and collaborative commerce adoption: A literature review and research framework. Total Quality Management & Business Excellence, 21(5), 457–473. doi: 10.1080/14783363.2010.481507
  • Crossan, M., & Apaydin, M. (2010). A multidimensional framework of organizational innovation: A systematic review of the literature. Journal of Management Studies, 47(6), 1154–1191. doi: 10.1111/j.1467-6486.2009.00880.x
  • Dahlgaard-Park, S. M., Chen, C. K., Jang, J. Y., & Dahlgaard, J. J. (2013). Diagnosing and prognosticating the quality movement – A review on the 25 years quality literature (1987–2011). Total Quality Management & Business Excellence, 24(1–2), 1–18. doi: 10.1080/14783363.2012.756749
  • Dahlgaard-Park, S. M., & Dahlgaard, J. J. (2010). Organizational learnability and innovability: A system for assessing, diagnosing and improving innovations. International Journal of Quality and Service Sciences, 2(2), 153–174. doi: 10.1108/17566691011057339
  • Dahlgaard, J. J., & Dahlgaard-Park, S. M. (1999). Integrating business excellence and innovation management: Developing a culture for innovation, creativity and learning. Total Quality Management, 10(4/5), 465–472. doi: 10.1080/0954412997415
  • Denison, D. (1990). Corporate culture and organizational effectiveness. New York, NY: Wiley.
  • Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In R. H. Kilmann, L. R. Pondy, & D. P. Slevin (Eds.), The management of organization design (Vol. 1, pp. 167–188). New York, NY: Elsevier North-Holland.
  • European Commission Enterprise and Industry. (2009). Challenges for EU Support to Innovation in Services, Pro Inno Europe, SEC (2009) 1195, Paper n. 12.
  • Floyd, S. W., & Lane, P. J. (2000). Strategizing throughout the organization: Managing role conflict in strategic renewal. Academy of Management Review, 25(1), 154–177.
  • Fornell, C., & Cha, J. (1994). Partial least squares. In R. P. Bagozzi (Ed.), Advanced methods of marketing research (pp. 52–78). Cambridge: Basil Blackwell.
  • Fornell, C., & Larcker, D. F. (1981). Evaluating structural equation models with unobservable variables and measurement error. Journal of Marketing Research, 18, 39–50. doi: 10.2307/3151312
  • Geisser, S. (1975). The predictive sample reuse method with applications. Journal of the American Statistical Association, 70, 320–328. doi: 10.1080/01621459.1975.10479865
  • Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209–226. doi: 10.2307/20159573
  • Gkypali, A., Rafailidis, A., & Tsekouras, K. (2015). Innovation and export performance: Do young and mature innovative firms differ? Eurasian Business Review, 5(2), 397–415. doi: 10.1007/s40821-015-0030-4
  • Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2014). A primer on partial least squares-structural equation modeling (PLS-SEM). Los Angeles, CA: Sage
  • Hartmann, A. (2006). The role of organizational culture in motivating innovative behaviour in construction firms. Construction Innovation, 6(3), 159–172. doi: 10.1108/14714170610710712
  • Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. In R. R. Sinkovics & P. N. Ghauri (Eds.), Advances in international marketing (pp. 277–320). Bingley: Emerald.
  • Hsu, H. S., & Shen, P. H. (2005). Knowledge management and its relationship with TQM. Total Quality Management & Business Excellence, 16(3), 351–361. doi: 10.1080/14783360500054111
  • Hung, Y. Y. R., Lien, Y. Y. B., Fang, C. S., & McLean, N. G. (2010). Knowledge as a facilitator for enhancing innovation performance through total quality management. Total Quality Management & Business Excellence, 21(4), 425–438. doi: 10.1080/14783361003606795
  • Jansen, J. J. P., Simsek, Z., & Cao, Q. (2012). Ambidexterity and performance in multiunit contexts: Cross-level moderating effects of structural and resource attributes. Strategic Management Journal, 33(11), 1286–1303. doi: 10.1002/smj.1977
  • Lau, C., & Ngo, H. Y. (2004). The HR system, organizational culture, and product innovation. International Business Review, 13(6), 685–703. doi: 10.1016/j.ibusrev.2004.08.001
  • Lavie, D., Stettner, U., & Tushman, M. L. (2010). Exploration and exploitation within and across organizations. Academy of Management Annals, 4(1), 109–155. doi: 10.1080/19416521003691287
  • Leavengood, S., Anderson, T. R., & Daim, T. U. (2014). Exploring linkage of quality management to innovation. Total Quality Management & Business Excellence, 25(9–10), 1126–1140. doi: 10.1080/14783363.2012.738492
  • Li, S., Ragu-Nathan, B., Ragu-Nathan, T. S., & Subba Rao, S. (2006). The impact of supply chain management practices on competitive advantage and organizational performance. Omega, 34(2), 107–124. doi: 10.1016/j.omega.2004.08.002
  • Locke, E. A., & Latham, G. P. (1990). A theory of goal setting & task performance. New York, NY: Prentice-Hall.
  • Lubatkin, M. H., Simsek, Z., Ling, Y., & Veiga, J. F. (2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of Top management team behavioral integration. Journal of Management, 32(5), 646–672. doi: 10.1177/0149206306290712
  • March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2, 71–87. doi: 10.1287/orsc.2.1.71
  • Martinez-Costa, M., & Jimenez-Jimenez, D. (2009). The effectiveness of TQM: The key role of organizational learning in small businesses. International Small Business Journal, 27(1), 98–125. doi: 10.1177/0266242608098348
  • Martínez-Costa, M., & Martínez-Lorente, A. R. (2008). Does quality management foster or hinder innovation? An empirical study of Spanish companies. Total Quality Management & Business Excellence, 19(3), 209–221. doi: 10.1080/14783360701600639
  • McGill, M. E., Slocum, J. W., & Lei, D. (1992). Management practices in learning organizations. Organizational Dynamics, 21(1), 5–17. doi: 10.1016/0090-2616(92)90082-X
  • Moffett, S., & McAdam, R. (2006). The effects of organizational size on knowledge management implementation: Opportunities for small firms? Total Quality Management & Business Excellence, 17(2), 221–241. doi: 10.1080/14783360500450780
  • Mom, T. J. M., Van Den Bosch, F. A. J., & Volberda, H. W. (2009). Understanding variation in managers’ ambidexterity: Investigating direct and interaction effects of formal structural and personal coordination mechanisms. Organization Science, 20(4), 812–828. doi: 10.1287/orsc.1090.0427
  • Ooi, K.-B. (2015). TQM, practices and knowledge management: A multi-group analysis of constructs and structural invariance between the manufacturing and service sectors. Total Quality Management & Business Excellence, 26(11), 1131–1145. doi: 10.1080/14783363.2014.914642
  • O’Reilly, C. A., Caldwell, F. D., Chatman, A. J., & Doerr, B. (2014). The promise and problems of organizational culture: CEO personality, culture, and firm performance. Group & Organization Management, 39(6), 595–625. doi: 10.1177/1059601114550713
  • O’Reilly, C. A., & Tushman, M. L. (1997). Winning through innovation: A practical guide to leading organizational change and renewal. Boston, MA: Harvard Business School Press.
  • O’Reilly, C. A., & Tushman, M. L. (2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28, 185–206. doi: 10.1016/j.riob.2008.06.002
  • Organization for Economic Cooperation and Development (OECD). (2011). Technology intensity definition. Classification of manufacturing industries into categories based on R&D intensities. ISIC Review 3, July 7th.
  • Owlia, S. M. (2010). A framework for quality dimensions of knowledge management systems. Total Quality Management & Business Excellence, 21(11), 1215–1228. doi: 10.1080/14783363.2010.529351
  • Pandey, S., & Sharma, R. R. K. (2009). Organizational factors for exploration and exploitation. Journal of Technology Management and Innovation, 4(1), 48–58. doi: 10.4067/S0718-27242009000100005
  • Polychroniou, P. (2009). Relationship between emotional intelligence and transformational leadership of supervisors: The impact on team effectiveness. Team Performance Management: An International Journal, 15(7/8), 343–356. doi: 10.1108/13527590911002122
  • Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009). Organizational ambidexterity: Balancing exploitation and exploration for sustained performance. Organization Science, 20(4), 685–695. doi: 10.1287/orsc.1090.0428
  • Raisch, S., & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes and moderators. Journal of Management, 34, 375–409. doi: 10.1177/0149206308316058
  • Ringle, C. M., Wende, S., & Will, A. (2005). SmartPLS 2.0 (M3) beta. Hamberg: University of Hamberg. Retrieved June 11, 2012, from http://www.smartpls.de
  • Schein, E. H. (1990). Organizational culture. American Psychologist, 45, 109–119. doi: 10.1037/0003-066X.45.2.109
  • Sheremata, W. (2000). Centrifugal and centripetal forces in radical new product development under time pressure. Academy of Management Review, 25, 389–408.
  • Simsek, Z., Heavey, C., Veiga, J. F., & Souder, D. (2009). A typology for aligning organizational ambidexterity’s conceptualizations, antecedents, and outcomes. Journal of Management Studies, 46, 864–894. doi: 10.1111/j.1467-6486.2009.00841.x
  • Stewart, D., & Waddell, D. (2008). Knowledge management: The fundamental component for delivery of quality. Total Quality Management & Business Excellence, 19(9), 987–996. doi: 10.1080/14783360802227803
  • Stock, G. N., McFadden, K. L., & Gowen, C. R., III. (2007). Organizational culture, critical success factors, and the reduction of hospital errors. International Journal of Production Economics, 106, 368–392. doi: 10.1016/j.ijpe.2006.07.005
  • Stone, M. (1974). Cross-validation choice and assessment of statistical predictions. Journal of the Royal Statistical Society, 36(2), 111–133.
  • Teece, D. J. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28(13), 1319–1350. doi: 10.1002/smj.640
  • Tenenhaus, M., Esposito Vinzi, V., Chatelin, Y. M., & Lauro, C. (2005). PLS path modeling. Computational Statistics & Data Analysis, 48(1), 159–205. doi: 10.1016/j.csda.2004.03.005
  • Terziovski, M. (2010). Innovation practice and its performance implications in small and medium enterprises (SMEs) in the manufacturing sector: A resource-based view. Strategic Management Journal, 31, 892–902.
  • Tidd, J., Bessant, J., & Pavitt, K. (2001). Managing innovation: Integrating technological, market and organizational change (2nd ed.). Chichester, West Sussex: Wiley.
  • Trivellas, P., & Santouridis, I. (2009). TQM and innovation performance in manufacturing SMEs: The mediating effect of job satisfaction. International Conference on Industrial Engineering and Engineering Management (IEEM 2009), December 8–11, Hong Kong, China, 458–462.
  • Tushman, M. L., & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8–29. doi: 10.2307/41165852
  • Vidal, J., & Alcami, R. (2005). Gestion del conocimiento and desempeno innovador: un estudio del papel del mediador del repertorio de competencias distintivas [Knowledge management and innovative performance: A study of the mediator role of core competencies]. Cuadernos de Economıa y Direccion de la Empresa, 23, 117–138.
  • Wang, D., & Rafiq, M. (2014). Ambidextrous organizational culture, contextual ambidexterity and new product innovation: A comparative study of UK and Chinese high-tech firms. British Journal of Management, 25, 58–76. doi: 10.1111/j.1467-8551.2012.00832.x

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.