Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity

Amer Ali Al-Atwi, Joseph Amankwah-Amoah*, Zaheer Khan

*Corresponding author for this work

Research output: Contribution to journalArticle

1 Citation (Scopus)

Abstract

This paper builds on prior scholarly works by examining the relationship between organizing paradox (formalization and decentralization), and organizational levels of learning paradoxes, i.e. exploration and exploitation, and firms’ outcomes (organizational creativity, organizational resilience and organizational energy). Using data from 98 executives and 325 senior employees working across a diverse range of firms operating in the Middle East, the findings suggest that organizing paradox (formalization and decentralization) has a positive impact on learning ambidexterity. In addition, we also found that learning ambidexterity has a positive impact on both organizational resilience and organizational energy. Furthermore, the results indicate that learning ambidexterity mediates the relationship between organizing paradox and organizational creativity. These findings provide important insights into the micro-foundation aspects of organizational ambidexterity.

Original languageEnglish
Article number101656
Number of pages11
JournalInternational Business Review
Early online date20 Dec 2019
DOIs
Publication statusE-pub ahead of print - 20 Dec 2019

Keywords

  • Ambidexterity
  • Emerging markets
  • Exploitation
  • Exploration
  • Micro-foundations
  • Middle East
  • Organizational design
  • Paradox

Fingerprint Dive into the research topics of 'Micro-foundations of organizational design and sustainability: The mediating role of learning ambidexterity'. Together they form a unique fingerprint.

  • Cite this