Impact of Ambidexterity and Environmental Dynamism on Dynamic Capability Development Trade-Offs

Michael Yao-Ping Peng and Ku-Ho Lin
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Michael Yao-Ping Peng: School of Economics and Management, Xi’an University of Posts & Telecommunications, Xi’an 710121, China
Ku-Ho Lin: Department of Administration Business, National Chung Hsing University, Taichuang 402, Taiwan

Sustainability, 2019, vol. 11, issue 8, 1-18

Abstract: Based on the dynamic capabilities view, this study first examines whether the co-existence of explorative and exploitative capabilities can directly cause organizational tensions. In addition, this study employs the combination of these two capabilities to examine how organizational ambidexterity affects organizational tensions. The research subjects consisted of high-tech firms in Taiwan developing new, high-tech products, and a total of 154 valid questionnaires were returned from these. A hierarchical multiple regression model was used for hypotheses testing. Our findings show that explorative capability is not statistically significant, but that exploitative capability significantly and positively influences organizational tensions. This study provides support for the strong moderating effect of environmental dynamism on the relationship between organizational ambidexterity and organizational tensions.

Keywords: ambidexterity; dynamic capability; organizational tensions; environmental dynamism (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (4)

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