The Impact of Strategic Leadership on Innovation Ambidexterity:The Mediating Effect of Social Capital

This study focused on the strategic leadership in the organization and the internal and external social capital can be seen as the ambidexterity innovation assets for building organization capability.The research selected 500 top managers and 385 ones were returned,using purposive sampling in Southern Tainan Real Estate firms as subjects to explore the interactions and relationships among strategic leadership,social capital,innovation ambidexterity,and contextual ambidexterity,and examines the fitness of model in this study.The data were analyzed by a variety of statistical methods,such as regression analysis,hierarchical regression analysis,ANOVA,and SEM to test the hypotheses of this study and model fitness.The conclusions are as follows:(1)Strategic leadership has significant positive influence on social capital and innovation ambidexterity.(2)Social capital has significant positive influence on innovation ambidexterity.(3)Good model fitness of relationship exists among each construct,and the social capital has significant mediating effects between strategic leadership and innovation ambidexterity.(4)The relationship between social capital and innovation ambidexterity has a moderating influence of contextual ambidexterity.

Applying Organizational Ambidexterity in strategic management under a“VUCA”environment:Evidence from high tech companies in China

High tech organizations confront dual demands of exploration and exploitation,particularly in today’s competitive environment marked by a trend of volatility,uncertainty,complexity,and ambiguity.Although there is general consensus about the relationship between ambidexterity and firm performance,few studies have probed into the mechanism of how it is applied in the strategic management process.Considering the premise of environmental change,this research considers a multilevel perspective on the nature of organizational ambidexterity and its functioning in the whole strategic management process.Through a comparative case study of the two most famous high tech companies in China,a model is provided to reflect the functioning of organizational ambidexterity where a cognitive pattern of top management teamsplays a critical role in the ability that the organizations demonstrate.This research also contributes to the literature of entrepreneurship by extending innovation from a demand-side perspective,where the core of product/market exploration/exploitation activities could be expanded into customer value creation.Undertaking a careful analysis of the mechanism of organizational ambidexterity,this research sheds new light on the literature of strategic management that operates in a more turbulent environment.

Organizational Ambidexterity and Innovation Performance： The Moderating Effect of Entrepreneurial Orientation

The influence of organizational ambidexterity on innovation and the growth of enterprises has gradually become an important research topic in the field of strategic management and organization theory. This paper builds up a theoretical framework of the relationship between organizational ambidexterity and innovation performance with regards to corporate entrepreneurship orientation. We select 175 companies from high and new technology industries in China＇s three large cities, Beijing, Tianjin and Dalian, as samples to carry out an empirical test. We find that the balance and complement of organizational ambidexterity are positively correlated with the innovation performance of enterprises; a corporate entrepreneurial orientation has a significantly moderating effect on the relationship between the balance dimension of organizational ambidexterity and innovation performance, yet it has no significant positive moderating effect on the relationship between the combined dimension oforganizational ambidexterity and innovation performance.

How Market-Guanxi Ambidexterity Affects Adaptive Capability in China＇s Transition Economy

Whether market- and guanxi-based strategies are complementary or substitutable in shaping adaptive capability is a critical yet controversial issue. This paper tackles this problem by adopting the ambidexterity perspective. Specifically, using a sample of 185 Chinese private firms, this study examines the independent and interactive effects of market orientation （MO） and guanxi orientation （GO, i.e., emphasizing on building business and political ties） on adaptive capability of firms in transition economies. Our results suggest that both direct impacts and complementary impacts of MO and GO strongly exist in shaping firms＇ adaptive capability, indicating the importance of ＂strategic ambidexterity.＂ These findings have several theoretical implications for studies on ambidexterity and adaptive capability, and practical implications for finn strategies in transition economies.

Compari ng the con figured causal antecedents of exploration and exploitation: a fuzzy set qualitative comparative analysis

Although exploration and exploitation, as a pair of paradoxical organizational outcomes, are generated by different causal conditions, the conjunction of their respective causal antecedents has yet to be fully examined. Combining environmental uncertainty, unit interdependence, entrepreneurial bricolage and firm life cycle stage in a qualitative comparative analysis (QCA), the distinct causal configurations of exploration and exploitation are formalized and compared based on a survey of founders or high-level managers in 63 small firms. Results show that contrasted relationships between entrepreneurial bricolage and unit interdependenee exist in that the two antecedents are partial substitutes in exploration whereas they are complements in exploitation when combined with other conditions. This study provides empirical evidence on the causal configurations of exploration and exploitation and deepens our current understanding of ambidexterity.