Results 201 to 210 of about 502 (225)

Ambidextrous leadership and employee innovation in public museums

Chinese Management Studies, 2020
PurposeThe purpose of this paper is to explore the impact of ambidextrous leadership on employees’ innovative behaviors in public museums based on the ambidexterity theory of leadership for innovation. It also examines the mediating mechanism of organizational climate for innovation in public museums.Design/methodology/approachMultisource survey data ...
Ching-Wen Kung, Jin Feng Uen, Shou-Chi Lin   +2 more
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Leadership ambidextre: résultats d’une étude qualitative exploratoire

@GRH, 2019
La capacité de poursuivre simultanément les activités d’exploration et d’exploitation, à faire preuve d’ambidextre, est la solution pour promouvoir et stimuler l’innovation. Seulement, ces activités conflictuelles sont reconnues pour être complexes, génératrice de tensions et de paradoxes. Le leadership est reconnu comme le déterminant le plus influent
Khaoula Ben Zarb, Khaoula Ben Zarb, Catherinne De La Robertie, Catherinne De La Robertie, Samia Karoui Zouaoui, Samia Karoui Zouaoui   +5 more
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Ambidextrous leadership and innovation performance: a longitudinal study

Leadership & Organization Development Journal, 2020
PurposeThe ambidextrous leadership model specifically describes opening and closing leader behaviors in the innovation process. This paper aims to emphasize the relevance of the ambidextrous leadership model with respect to leadership in innovation processes.Design/methodology/approachIn this longitudinal research design, 54 employees rated the ...
Friederike Gerlach, Maike Hundeling, Kathrin Rosing   +2 more
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Explaining Ambidextrous Leadership in High Technology Organizations

Academy of Management Proceedings, 2016
Researchers have increasingly been using the term of organizational ambidexterity to denote the simultaneous use of exploration and exploitation in organizations.
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Corporate social responsibility, ambidextrous leadership, and service excellence

Marketing Intelligence & Planning, 2019
Purpose The purpose of this paper is to delve into the interactive effects of corporate social responsibility (CSR) and ambidextrous leadership on customer-oriented organizational citizenship behavior (customer-oriented OCB) and service recovery performance among tourism industry workers.
Luu, Tuan, Le, Viet, Masli, Eryadi, Rajendran, Diana   +3 more
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Criteria to appraise top executives for ambidextrous leadership

Journal of Organizational Effectiveness: People and Performance, 2022
PurposeThis paper determines and analyses criteria for top executives to use in appraisal systems to promote ambidextrous leadership, enhancing the organization's ability to identify persons who can lead ambidextrously or determining the development potential of existing top executives.Design/methodology/approachUsing a theoretical-conceptual ...
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Ambidextrous leadership, entrepreneurial orientation, and operational performance

Leadership & Organization Development Journal, 2017
PurposeThe purpose of this paper is to investigate the role of ambidextrous leadership in fostering entrepreneurial orientation (EO) and operational performance. The research also seeks an insight into the moderating role that organizational social capital (OSC) plays on the relationship between ambidextrous leadership and EO.Design/methodology ...
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THE SYNERGISTIC EFFECT OF AMBIDEXTROUS LEADERSHIP AND AMBIDEXTROUS LEARNING ON TEAM INNOVATIONS

The EUrASEANs: journal on global socio-economic dynamics
As enterprises and other types of organizations are facing complex and changing internal and external environments, it is increasingly difficult for a single leadership behavior to maintain the organization's sustainable competitive advantage. Scholars and enterprises have extensively studied the application of the "both/and" dual management thinking ...
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Ambidextrous leadership

Organizational Dynamics, 2011
Gilbert Probst, Sebastian Raisch, Michael L. Tushman   +2 more
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THE INFLUENCE OF AMBIDEXTROUS LEADERSHIP AND AMBIDEXTROUS LEARNING ON TEAM INNOVATIVE PERFORMANCE

The EUrASEANs: journal on global socio-economic dynamics
As enterprises and other types of organizations face complex and changing internal and external environments, it is increasingly difficult for a single leadership behavior to maintain sustainable competitive advantage. Enterprises and scholars have studied the characteristics of "both/and management thinking" extensively.
openaire   +1 more source