Results 51 to 60 of about 1,123 (267)
Translating Circularity Into Strategy: A Governance Meta‐Capability Framework
ABSTRACT Firms struggle to transition to circular economy (CE) models, often citing external barriers. Yet some firms succeed, whereas others fail: Why? We argue that success depends on a specific governance capability—a meta‐capability that allows firms to (1) sense and strategically reframe CE imperatives, (2) seize opportunities by aligning diverse ...
Felix Carl Schultz +1 more
wiley +1 more source
Ambidextrous leadership and financial performance of Indonesian microfinance institutions: The role of business model and environmental dynamism [PDF]
This study aims to investigate the relationship between ambidextrous leadership, business models, and financial performance of Indonesia’s microfinance institutions (MFIs) while also exploring the mediating role of business models and the moderating ...
Syahrul Effendi +3 more
doaj +1 more source
This study highlights how constructs of importance to management in Africa–ambidextrous leadership and team learning–can extend or modify our existing management theories.
Obinna Alo (14134334), ALO, OBINNA
core +1 more source
ABSTRACT Businesses are increasingly striving to reduce their carbon footprint, with carbon offsetting emerging as a viable pathway towards achieving carbon neutrality. Such efforts signify a demonstrated commitment to fostering environmental sustainability and contributing to a more sustainable future.
Sanjeev Yadav +4 more
wiley +1 more source
ABSTRACT The transition to a circular economy (CE) requires organizations to move beyond linear production systems toward regenerative, resource‐efficient models. For small and medium‐sized enterprises (SMEs), this transition is especially demanding due to constrained financial, technological, and human resources.
Hadi Zarea
wiley +1 more source
Do Saudi Arabian Leaders Exhibit Ambidextrous Leadership: A Qualitative Examination
The study identifies how subordinates of a multinational organization in Saudi Arabia perceive ambidextrous leadership’s explorative and exploitative factors. A qualitative design was adopted for the study. Data was collected from the employees’ comments
Mohamed Mohiya, M. M. Sulphey
doaj +1 more source
Nexus between Ambidextrous Leadership and Xenophobia in Construction Project Success
Leader opening and closing behaviors are assumed to foster high levels of employee exploration and exploitation behaviors, enhancing Project Success (PS) parameters by reducing the impact of Xenophobia (XP).
Muhammad Naeem Sadiq +1 more
doaj +1 more source
ABSTRACT This study investigates the bi‐directional relationship between corporate sustainability and environmental uncertainty, focusing on key moderators that shape firms' strategic responses. Using fixed‐effects regressions with S&P 500 data (LSEG Refinitiv Workspace, 2005–2022), we present two key findings.
Felix Peter Thiesen, Rainer Lueg
wiley +1 more source
This study investigates the impact of ambidextrous leadership on employee voice behavior in the context of medical device industry in Vietnam. It also examines the mediating role of intrinsic motivation, and the moderating role of power distance on the ...
Trinh Vu Thuc Tran +3 more
doaj +1 more source
This study adopts a cost-based perspective to systematically investigate whether, how, and when ambidextrous leadership inhibits employee innovation. Drawing on social information processing theory and paradox theory, we developed and empirically tested ...
Ke Zhang, Xin Man, Lan Jin, Zhaoqi Li
doaj +1 more source

