Sustaining Organizational Performance Through Organizational Ambidexterity by Adapting Social Technology

Mardi Mardi (), Mts Arief, A. Furinto and R. Kumaradjaja
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Mardi Mardi: Bina Nusantara University
Mts Arief: Bina Nusantara University
A. Furinto: Bina Nusantara University
R. Kumaradjaja: Bina Nusantara University

Journal of the Knowledge Economy, 2018, vol. 9, issue 3, No 19, 1049-1066

Abstract: Abstract This research discussed about the importance of organizational ambidexterity—defined as the balance of focus on exploitation (efficiency) and exploration (innovation) activities—towards organizational performance, especially in the emergence of social technology. There are limited previous empiric researches studied on the effect of social technology adoption towards ambidexterity. We hypothesize that social technology adoption can lead to ambidexterity directly and through rapid absorptive capacity and collectivism-based collaboration. Using quantitative method, this research was conducted to organizations that adopt social technology in various sectors in Indonesia. Data was processed by structural equation modeling (SEM). This research shows that ambidexterity positively affects organizational performance. It also shows that social technology adoption positively affects ambidexterity directly and through rapid absorptive capacity. However, this research does not support the hypothesis that social technology adoption will positively affect ambidexterity through collectivism-based collaboration. This research may give benefits to strategic management literature in finding the robust model to build an ambidextrous organization, especially through social technology adoption.

Keywords: Organizational ambidexterity; Organizational performance; Social technology; Absorptive capacity (search for similar items in EconPapers)
Date: 2018
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Citations: View citations in EconPapers (2)

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DOI: 10.1007/s13132-016-0385-5

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