scholarly journals Linking Organizational Ambidexterity and Performance: The Drivers of Sustainability in High-Tech Firms

2019 ◽  
Vol 11 (14) ◽  
pp. 3931 ◽  
Author(s):  
Michael Yao-Ping Peng ◽  
Ku-Ho Lin ◽  
Dennis Liute Peng ◽  
Peihua Chen
Keyword(s):  
Organizational Performance ◽  
Industrial Development ◽  
Synergistic Effects ◽  
Positive Influence ◽  
Manufacturing Firms ◽  
High Tech ◽  
Electronics Manufacturing ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
And Performance

To strengthen national competitiveness and sustainability, the high-tech industry has been developed as the center of gravity of industrial development in each country, covering the development of new products and the expansion to new customers and markets. Although both aspects are indispensable to high-tech firms’ growth momentum and competitive advantages, it is difficult to develop them at the same time. In recent years, scholars have been paying an increasing amount of attention to the significance of organizational ambidexterity in different management fields. Importantly, transformed high-tech firms are obliged to manage the tensions and conflicts that arise from the exploration of new knowledge and the exploitation of existing knowledge to find an appropriate balance between the two to yield synergistic effects. In this study, an original method was used to measure differences in the degree of ambidexterity. The method establishes a multiplicative term of exploration and exploitation to represent the degree of effect of ambidexterity. The higher the exploration and exploitation are, the higher the degree of ambidexterity will be. This study takes as its objects electronics manufacturing firms in Taiwan that engage in the development of new high-tech products. We issued a total of 1000 questionnaires to electronics manufacturing firms in Taiwan and received 228 valid ones. The results indicate that exploitation has a positive effect on performance, and there is an inverse U-shaped correlation between exploration/exploitation and performance. Ambidexterity and its interaction with the market orientation were found to have a positive influence on organizational performance. We also investigated the extent to which an organization places emphasis on resources and the influence of resource allocation on organizational performance. We suggest that the co-existence of exploration and exploitation is important to organizational performance. Accordingly, developing the two capabilities at the same time conforms to the concept of ambidexterity.

Alternative Knowledge Strategies, Competitive Environment, and Organizational Performance in Small Manufacturing Firms

2007 ◽  
Vol 31 (4) ◽  
pp. 493-516 ◽  
Author(s):  
Paul E. Bierly ◽  
Paula S. Daly
Keyword(s):  
Organizational Performance ◽  
Manufacturing Firms ◽  
Competitive Environment ◽  
High Tech ◽  
Knowledge Strategy ◽  
Environment Variables ◽  
And Performance ◽  
Knowledge Strategies ◽  
The Relationship

This study examines the relationship between knowledge strategy (exploration or exploitation) and performance, and the possible moderating role of external environment variables. Results from a sample of small manufacturing firms indicate that exploration and exploitation are distinct and complementary constructs. The relationship between exploration and performance is linear and positive, while the relationship between exploitation and performance is concave, indicating that there is a point at which focusing on exploitation leads to reduced returns. Additionally, we find that the competitive environment moderates the relationship between exploitation and performance, such that exploitation has a stronger impact on performance in stable and high–tech environments than in dynamic and low–tech environments. Exploration also has a stronger impact on performance in high–tech environments than in low–tech environments.

scholarly journals Mediation by Organizational Design in the Influence of Organizational Ambidexterity on the Performance of Large Manufacturing Firms in Kenya

2020 ◽  
Vol 11 (4) ◽  
pp. 10
Author(s):  
Patrick M. Mutisya ◽  
Peter K'Obonyo ◽  
Kennedy Ogollah ◽  
James M. Njihia
Keyword(s):  
Organizational Performance ◽  
Organizational Design ◽  
Dynamic Capabilities ◽  
Manufacturing Firms ◽  
Primary Data ◽  
Organizational Ambidexterity ◽  
Cross Sectional ◽  
Mediating Role ◽  
Study Results

The aim of this study was to establish the role of organizational design in the organizational ambidexterity - performance relationship among large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are few and with mixed findings. The few studies indicate that there is no clear ambidexterity - organizational performance relationship. The research was founded on dynamic capabilities and configurations theories. Based on the reviewed literature, a conceptual model and hypotheses were formulated. The study was guided by positivist philosophy. The population of the research was the entire 107 Kenyan large manufacturing firms (LMFs). Cross-sectional research design was used. Primary data in respect of predictor variables was used and was collected using a structured questionnaire. The respondents were the senior managers of the large manufacturing firms (LMFs) in Kenya; namely Chief Executive Officers/Managing Directors (CEOs/MDs) or General Managers (GMs), or Heads of departments (HODs). Descriptive statistics, correlations, linear, multiple and hierarchical regressions were applied in the data scrutiny and interpretation. The study results showed partial organizational design mediating role in the organizational ambidexterity - performance association of LMFs in Kenya. The study findings are useful to practitioners and managers of LMFs, policymakers in government as well as scholars and researchers. The study recommends further studies on the mediating role of organizational design, different variable operationalization, diversify respondents and context as well as longitudinal study.

The Relationship Between Work-Life Balance (WLB) and Firm Performance

2017 ◽  
pp. 402-411
Author(s):  
Choi Sang Long
Keyword(s):  
Firm Performance ◽  
Organizational Performance ◽  
Management Practices ◽  
Longitudinal Research ◽  
Synergistic Effects ◽  
Performance Outcomes ◽  
Favorable Effect ◽  
And Performance ◽  
The Cost ◽  
The Relationship

It is paramount that firms accurately assess the cost-effectiveness of WLB policies as initiatives to conduct such policies involve cost. WLB policies should be considered due to synergistic effects by employing a variety of policies. The benefits are usually under-estimated while the costs over-estimated, as the latter is easier to measure. Until longitudinal research is conducted, we cannot discount the possibility that successful organizations are more likely to offer WLB practices, and that the practices themselves are not exerting any favorable effect on organizational performance. Instead, it might simply be that organizations offering WLB practices are more predisposed to engaging in high-quality management practices and that this approach usually generates a positive effect on employees and performance outcomes. Thus, we can surmise that improved firm performance is a result of effective management usually associated with the implementation of WLB policies in the workplace, and not solely because of WLB per se.

scholarly journals Pengaruh Gaya Kepemimpinan dan Budaya Organisasi pada Kinerja Guru dengan Motivasi Sebagai Variabel Intervening

2017 ◽  
Vol 16 (1) ◽  
pp. 43
Author(s):  
Aurelia Dewanggi H.P. ◽  
Hunik Sri Runing Sawitri
Keyword(s):  
High School ◽  
Organizational Culture ◽  
Job Performance ◽  
Organizational Performance ◽  
Leadership Style ◽  
Positive Influence ◽  
Senior High School ◽  
Culture Influence ◽  
And Performance ◽  
Or Organization

<p><em>Purpose of this study to analyze the effects of leadership style, organizational culture on motivation and performance of senior high school techers in Wonogiri.  Job performance is very necessary for any profession. Job performance of teacher increasingly organizational performance so that purpose of company or organization can be reachable. Many factors which can increase job/activity such as leadership style, organizational culture, and motivation.How far leadership style and organizational culture influence to job performance is tested in this research, by insert motivation as intervening variables.</em></p><p><em>Test utilized to analyze leadership style and organizational culture influence to job performance that is path analysis,R<sup>2</sup>test, as well as statistic T test, and direct and inderct effect. Research data obtained from questionary answer propagated to the teacher of senior high school in Wonogiri. Result of research analysis express that leadership style and organizational culture has positive influence and significant to teachers job performance. And Motivation proof to be intervening variabel in relationship beetwen leadership style and organizational culture to teachers job performance.</em></p>

Divergent Engineering

2015 ◽  
Author(s):  
Shuichi Fukuda
Keyword(s):  
Industrial Development ◽  
High Tech ◽  
Local Resources ◽  
Aging Populations ◽  
Design Requirements ◽  
And Performance ◽  
Local Materials ◽  
Current Engineering ◽  
Very High ◽  
Convergent Technology

This is a position paper. Traditional engineering has focused on the design goal and all efforts have been paid to achieve design requirements and design specifications with the highest quality. Such engineering is indeed necessary to develop very high tech products or very sophisticated products. But on the other hand, there are needs for engineering which makes the most of the available resources. To borrow Theodore Roosevelt’s words, “Do what you can, with what you have, where you are” is the philosophy of such an approach. Current engineering is convergent engineering or tree-structured engineering. We invent or use many technologies to achieve our high goal. But if we look at the developing countries, local people are not capable of using such high sophisticated systems and what makes the matter worse, materials, etc. which are needed are not available locally. For them, what is more important is how they can utilize their own local materials or resources and develop a system which can be used and repaired by themselves. Thus, not only physical resources, but such resources as human, etc. must be considered how to utilize them in order to cater to their local needs. And in fact, if we are successful in developing such local products by utilizing their own local resources, it would increase employment and the market will grow up. In short, low-end to high-end industrial development can be expected. To achieve this, we need divergent engineering. An engineering to think how we can make the most of the resources at hand. The product thus developed may be low tech, but has quality and performance to satisfy the local needs enough. And it should be added that such low tech products would serve to cater to quickly aging society as well. Products that call for high capabilities cannot be used by seniors. So unless products are for a professional user, even in advanced countries, most of which are suffering from the problem of quick aging populations, very high tech and sophisticated products will not meet the aging customers’ needs or expectations. We need much simpler and intuitive engineering. Engineering is an activity to satisfy our dreams. But current convergent technology is too much stuck on the traditional path. Convergent engineering helps engineering going higher and higher, but it does not help it going wider and wider. It requires high expertise not only on the side of the producer, but also on the side of the customer. To expand engineering wider and wider, we need divergent engineering. This paper discussed the importance of divergent engineering and describes its importance with illustrative examples.

The indirect effects of performance measurement system and organizational ambidexterity on performance

2018 ◽  
Vol 24 (5) ◽  
pp. 1176-1199 ◽  
Author(s):  
Elizandra Severgnini ◽  
Valter Afonso Vieira ◽  
Edwin Vladimir Cardoza Galdamez
Keyword(s):  
Decision Making ◽  
Organizational Performance ◽  
Three Dimensions ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Organizational Ambidexterity ◽  
Exploration And Exploitation ◽  
Content Type ◽  
Software Companies ◽  
Attention Focus

Purpose Performance measurement systems (PMSs) have long been used for monitoring and improving administrative performance. In parallel, organizational ambidexterity refers to firms that manage different organizational functions and various demands to generate performance. The purpose of this paper is to propose that three dimensions of PMS increase organizational ambidexterity and consequently they influence organizational performance. In this framework, organizational ambidexterity mediates the relationships between three dimensions of PMS and organizational performance. Design/methodology/approach The data were collected through a structured questionnaire sent to Brazilian software companies. Owners, directors, project managers and responsible for company strategy answered the questionnaire. The final sample was 227 Brazilian software firms that answered according to their PMSs and organizational ambidexterity. Findings The results provide four main findings. First, the three dimensions of PMS, namely—attention focus, legitimization and strategic decision-making—influenced organizational ambidexterity. Second, organizational ambidexterity had a major effect on organizational performance. Third, organizational ambidexterity mediated the indirect effects of attention focus, legitimization and strategic decision-making on organizational performance. Fourth, exploration and exploitation—two dimensions of organizational ambidexterity—mediated the indirect effect of the abovementioned PMS dimensions on organizational performance. Research limitations/implications Although there are different dimensions of organizational ambidexterity, this paper is limited to two of the most used ones: exploitation and exploration. In addition, the results were limited to subjective—in contrast to objective—performance measures. Practical implications Software companies can use PMS for attention focus, legitimization of firm’s choices and strategic decision-making to increase their exploration and exploitation capabilities. Moreover, software companies can use strategic decision-making to control existing strategies and establish new strategies for legitimizing ambidextrous choices and thereby support their decision-making process. Originality/value The data showed that not only organizational ambidexterity mediates the effects of the three dimensions of PMS use on performance, but also exploration and exploitation.

Strategic customer service orientation, lean manufacturing practices and performance outcomes

2014 ◽  
Vol 25 (5) ◽  
pp. 699-723 ◽  
Author(s):  
Paul Hong ◽  
Ma Ga (Mark) Yang ◽  
David D. Dobrzykowski
Keyword(s):  
Customer Service ◽  
Lean Manufacturing ◽  
Performance Outcomes ◽  
Manufacturing Firms ◽  
Equation Modeling ◽  
High Tech ◽  
Service Orientation ◽  
Content Type ◽  
Lean Practices ◽  
And Performance

Purpose – The notion of achieving competitive advantage using a strategic customer service orientation (SCSO) has received increased research attention. The purpose of this paper is to examine the concept of SCSO in the context of rapidly changing competitive market environments. An organization-wide SCSO can be implemented through lean manufacturing practices to achieve favorable operational and business performances (BPs). Design/methodology/approach – This study employs survey methodology to examine a research model that theorizes eight hypotheses with respect to the relationships among SCSO, human and technical lean practices, and performance outcomes (operational and BPs). Data from 571 firms participating in the International Manufacturing Strategy Survey (IMSS) IV are analyzed using structural equation modeling (AMOS 20). Findings – The findings suggest that firms with a SCSO implement both human and technical aspects of lean manufacturing practices leading to better performance results. The findings also indicate that performance outcomes are indirectly influenced through the combined efforts of technical and human lean manufacturing practices. Research limitations/implications – Generalizations here are limited to manufacturing firms. SCSO beyond manufacturing firms like healthcare or high-tech organizations that implement lean practices in response to a SCSO have yet to be examined and provide fertile opportunities for future research. Practical implications – These findings suggest practical insight into how to integrate service-driven value creation and delivery for achieving both cost effectiveness and quality performance outcomes. Originality/value – The examination of the consequences of SCSO in manufacturing firms from multiple countries is a novel contribution in the field, as is the examination of technical and human lean practices. It comes at a time when manufacturing firms increasingly recognize the value of services for global competitiveness.

scholarly journals Pengaruh Modal Intelektual Dan Kepemimpinan Kewirausahaan Sebagai Pemoderasi Pada Kinerja Dengan Keunggulan Kompetitif Sebagai Pemediasi Di Perguruan Tinggi Swasta

2022 ◽  
Vol 5 (1) ◽  
pp. 104
Author(s):  
Eni Cahyani ◽  
Asri Laksmi Riani
Keyword(s):  
Competitive Advantage ◽  
Organizational Performance ◽  
Intellectual Capital ◽  
Private Colleges ◽  
Reliability And Validity ◽  
Positive Influence ◽  
Entrepreneurial Leadership ◽  
Moderator Variable ◽  
Proposed Model ◽  
And Performance

<p><em>This study aims to develop science, especially intellectual models (model of human, structural, relational, and technology), entrepreneurial leadership as a moderator variable based on the competitive advantage of private colleges. The study used a qualitative approach to causal relationships between variables. The questionnaire is designed to evaluate the research model with a sample of the leaders of private colleges in LLDIKTI region II. To assess the reliability and validity of all construct sizes, an analysis of conformity factors is carried out using AMOS 21 application. The results of this study is described about the proposed model fit, intellectual capital and entrepreneurial leadership with positively correlated with competitive advantage and performance. The strongest of influence of the 4 (four) elements discussed, as follows: structure, technology, relational, and human. Intellectual capital is moderated by entrepreneurial leadership variables on competitive advantage and then the private colleges performance has a positive influence. Intellectual capital mediated by competitive advantages on performance indirectly has the same result. Meanwhile, entrepreneurship leadership that moderates the relationship between intellectual capital and competitive advantage is not significant. The model’s recommendations, designed to help the leaders of private colleges make decisions, remind your changing environment and then will affect organizational performance. The limitation of this study is the questionnaire of the number and uneven spread of samples. In the future, it is expected that other researchers can add spiritual capital, which is very fundamental in shaping human behavior. </em></p>

scholarly journals Dynamic Capabilities and Firm Performance in the High-Tech Industry: Quadratic and Moderating Effects under Differing Ambidexterity Levels

2019 ◽  
Vol 11 (18) ◽  
pp. 5004 ◽  
Author(s):  
Peng ◽  
Zhang ◽  
Yen ◽  
Yang
Keyword(s):  
Organizational Performance ◽  
Dynamic Capabilities ◽  
Response Rate ◽  
Dynamic Theory ◽  
High Tech ◽  
Moderating Effects ◽  
Effective Response ◽  
High Tech Industry ◽  
And Performance ◽  
The Relationship

This study uses the perspectives of dynamic capabilities and ambidexterity to investigate the direct effect of the development of an organization’s explorative and exploitative capabilities on organizational tensions and performance. We employed a sample of high-tech Taiwanese firms to test our hypotheses and surveyed the informants’ knowledge about their companies. We sent out 1000 questionnaires and received 234 valid responses, yielding a 23.4% effective response rate. The results also indicated that the consideration of incorporating balanced and combined dimension ambidexterity would benefit high-tech firms and help them facilitate higher performance. In summary, based on the results of previous studies, this study divided dynamic capabilities into exploitation capabilities and exploration capabilities, and divided ambidexterity into combined and balanced dimensions, so as to redefine the relationship between dynamic capabilities, ambidexterity and organizational performance from the perspective of tension, thereby enhancing the connotations of dynamic theory.

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