Family Firm Competitiveness and Organizational Ambidexterity

Long-term survival is one of the main goals of family business. Nevertheless, very few firms survive to the third generation. The concept of organizational ambidexterity could add insights into the explanation of family firm (FF) survival. In the literature, organizational ambidexterity is defined as the capability to explore new knowledge, processes, and opportunities while exploiting current ones to achieve a greater competitive advantage and ensure the survival of the firm. The aim of this chapter is to review the literature that analyzes relationships between FF specificities and organizational ambidexterity to propose a framework of the antecedents of ambidexterity in this context. This could be a useful tool to better identify FF specificities that will support long-term survival through their influence on organizational ambidexterity.

Embracing Paradox: TMT Paradoxical Processes as a Steppingstone between TMT Reflexivity and Organizational Ambidexterity

Top management teams (TMTs) are crucial in managing the ambidexterity paradox. This endeavour, however, generates cognitive conflicts. Surprisingly, this particular topic has received little attention within the ambidexterity literature. We aim to address this lacuna, and in doing so, extend the paradox literature and the emerging socio-cognitive perspective on ambidexterity. In our hypothesized mediation model, TMTs embrace the exploration-exploitation paradox through reflexivity, then overcome this paradox through paradoxical cognitive processing -the capacity to cognitively differentiate and integrate exploration and exploitation- which finally fosters ambidexterity. We test and find support for our hypotheses using a sample of 335 Dutch and German SMEs. We end with a discussion on how socio-cognitive factors influence the management of the ambidexterity paradox. In doing so, we refine scholarly understanding of motivating and enabling factors that allow TMTs to deal with the paradoxical tensions surrounding ambidexterity.

Open innovation and organizational ambidexterity

PurposeThis study aims to examine the relationships among open innovation, organizational ambidexterity and firm performance. One important aspect of open innovation is that it enables a firm to develop its organizational ambidexterity capability and become more efficient in using this capability to improve its performance.Design/methodology/approachThe authors introduce a moderated mediation theoretical framework to reveal the bridging role of organizational ambidexterity in the effect of open innovation on firm performance. The theoretical model is empirically validated using survey data from 215 high-tech firms.FindingsThe authors find that open innovation plays a moderating role in the relationship between organizational ambidexterity and firm performance. Furthermore, organizational ambidexterity plays a significant mediating role in the relationship between open innovation and firm performance, and open innovation has a nonlinear, inverse U-shaped moderation effect on the relationship between organizational ambidexterity and firm performance.Research limitations/implicationsThis is one of the first studies to undertake a moderated mediation analysis by highlighting the mediating role of organizational ambidexterity and the moderating role of open innovation in influencing firm performance. The authors make a theoretical contribution to the field of open innovation and organizational behavior, and the authors provide concrete and feasible decision-making suggestions to decision makers adopting open innovation.Practical implicationsThe empirical results can help high-tech firm managers ascertain the organizational ambidexterity practices that can be employed and determine the level of open innovation to enhance firm performance.Originality/valueThis research provides new insights into whether and how firms can grasp the benefits of organizational ambidexterity to undertake open innovation activities. The findings not only contribute to advancing the mediating effect of organizational ambidexterity but also verify the inverse U-shaped moderation of open innovation in the relationship between organizational ambidexterity and firm performance.

درجة ممارسة القيادة الريادية لدى العاملين الإداريين في جامعة الأزهر بغزة وعلاقتها بالبراعة التنظيمية لديهم

ملخص: هدفت الدراسة التعرف إلى درجة ممارسة القيادة الريادية لدى العاملين الإداريين في جامعة الأزهر بغزة وعلاقتها بمستوى البراعة التنظيمية لديهم، وذلك من وجهة نظرهم، وباستخدام المنهج الوصفي الارتباطي، والرجوع للأدبيات السابقة، تم بناء استبانة تكونت من (41) فقرة موزعة على (6) مجال، هي: (الإبداع، والرؤية الاستراتيجية، وتحمل المخاطرة، والمبادأة، والاستغلال، والاستكشاف)، وبعد التأكد من صدقها وثباتها، تم تطبيقها على جميع الإداريين في جامعة الأزهر وعددهم (208) موظفاً وموظفة وقد تم استرداد (189) استبانة بنسبة استرداد (91%)، وقد توصلت الدراسة إلى أن درجة ممارسة القيادة الريادية لدى العاملين الإداريين كانت “مرتفعة” وبوزن نسبي (76.3%)، ومستوى البراعة التنظيمية لديهم كان “مرتفعاً” أيضاً، وبوزن نسبي (78%)، كذلك وُجدت علاقة ارتباطية موجبة ذات دلالة إحصائية بين درجة ممارسة القيادة الريادية لدى العاملين الإداريين في جامعة الأزهر ومستوى البراعة التنظيمية لديهم، ووجود أثر لممارسة القيادة الريادية لدى العاملين الإداريين في تحسين مستوى البراعة التنظيمية لديهم. الكلمات المفتاحية: القيادة الريادية، البراعة التنظيمية، الجامعات الفلسطينية. Abstract The study aimed to identify the degree of entrepreneurial leadership practice among administrators at Al-Azhar University in Gaza and its relationship to their level of organizational ambidexterity, from their point of view. The approach of the study was the descriptive / correlational approach. By referring to previous literature, a questionnaire was prepared consisting of (41) items distributed on (6) aspects: (creativity, strategic vision, risk tolerance, initiative, exploitation, and exploration) The researcher applied it after being sure of its validity and stability to all members of the study population: (208) male and female administrators at Al-Azhar University . (189) questionnaires were obtained from (208) distributed questionnaires, with a (91%) recovery rate. Results of the study showed that the degree of leadership practice among administrative workers had a “relative weight” of (76.3%), and their level of organizational ambidexterity had a “relative weight” of (78.0). A positive correlation was also found. Statistical significance between the degree of entrepreneurial leadership practice among administrative workers at Al-Azhar University and their level of organizational ambidexterity was also found. Moreover, results of the study also showed that practicing leadership among administrative workers improved to some extent their level of organizational ambidexterity. Keywords: Entrepreneurial leadership, Organizational ambidexterity, Palestinian universities.

Ambidextrous Utilisation of Artificial Intelligence in Policing: A Conceptual Framework

This conceptual paper contributes to the literature by showing the need to understand artificialintelligence (AI) in policing outside the task-dependent environment of today. We examine AI in policing by outlining its potential opportunities and challenges in exploration for today’s policing tasks and beyond. Based on these findings, we reflect upon Holmqvist’s prior theorisation of the dynamics of organizational ambidexterity (i.e., exploitation and exploration). The paper offers future research avenues for public administration and general management researchers interested in AI.

PERAN ORGANIZATIONAL AMBIDEXTERITY TERHADAP EFEKTIVITAS PERUSAHAAN

Perubahan yang kompleks dan dinamis di pasar saat ini, telah mempengaruhi keberlangsungan perusahaan. Untuk menghadapi tantangan ini, perusahaan perlu memiliki kemampuan untuk melakukan exploration dan exploitation secara bersamaan atau dapat disebut sebagai strategi organizational ambidexterity. Secara singkat, ambidexterity merupakan kemampuan untuk mengeksploitasi kemampuan atau pengetahuan yang ada sekaligus mengeksplorasi peluang baru. Metode yang digunakan penulis adalah dengan mengumpulkan serta mempelajari jurnal-jurnal, baik nasional maupun internasional. Dari jurnal-jurnal tersebut, dapat disimpulkan bahwa organisasi ambidexterity memiliki peran terhadap efektivitas perusahaan.

Ambidexterity

Ambidexterity, secara harfiah, mempunyai arti dapat menggunakan tangan kanan dan tangan kiri dengan sama baiknya. Dalam konteks organisasi, biasa disebut organizational ambidexterity atau ambidextrous organization, mempunyai arti bahwa perusahaan tersebut mempunyai kemampuan eklporasi dan eksploitasi dengan sama baiknya. Perusahaan yang hanya fokus pada eksplorasi menghadapi risiko membuang sumber daya pada ide-ide yang mungkin tidak terbukti bermanfaat atau tidak pernah dikembangkan. Di sisi lain, perusahaan yang hanya berfokus pada eksploitasi hanya menerima kinerja dan produk berdasarkan status quo dan gagal mencapai tingkat keberhasilan yang optimal.