Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation : A Comparative Study of UK and Chinese High‐tech Firms. / Wang, Catherine L.; Rafiq, Mohammed .

In: British Journal of Management, Vol. 25, No. 1, 02.01.2014, p. 58-76.

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Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation : A Comparative Study of UK and Chinese High‐tech Firms. / Wang, Catherine L.; Rafiq, Mohammed .

In: British Journal of Management, Vol. 25, No. 1, 02.01.2014, p. 58-76.

Research output: Contribution to journalArticlepeer-review

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@article{24a349edabd64467b0c6a049638aabaa,
title = "Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation: A Comparative Study of UK and Chinese High‐tech Firms",
abstract = "Contextual ambidexterity is of paramount importance for new product innovation and organizational success, particularly in high-tech firms operating in a dynamic environment. Whilst it is recognized that contextual ambidexterity is grounded in organizational culture, existing research has not crystallized what kind of organizational culture enables contextual ambidexterity and consequently new product innovation. In this paper, drawing on data from 150 UK and 242 Chinese high-tech firms, we conceptualize ambidextrous organizational culture as a higher-order construct consisting of organizational diversity and shared vision, and examine its impacts on contextual ambidexterity and consequently on new product innovation outcomes. Using structural equation modelling, we find significant relationships among ambidextrous organizational culture, contextual ambidexterity and new product innovation outcomes; contextual ambidexterity mediates the relationship between ambidextrous organizational culture and new product innovation outcomes. Our findings also suggest that the above relationships are robust in the UK-China comparative research context, and that contextual ambidexterity and new product innovation outcomes are dependent on business unit level heterogeneity (i.e. ambidextrous organizational culture and R&D strength) rather than industry or cross-cultural differences. ",
author = "Wang, {Catherine L.} and Mohammed Rafiq",
year = "2014",
month = jan,
day = "2",
doi = "10.1111/j.1467-8551.2012.00832.x",
language = "English",
volume = "25",
pages = "58--76",
journal = "British Journal of Management",
issn = "1045-3172",
publisher = "Wiley-Blackwell",
number = "1",

}

RIS

TY - JOUR

T1 - Ambidextrous Organizational Culture, Contextual Ambidexterity and New Product Innovation

T2 - A Comparative Study of UK and Chinese High‐tech Firms

AU - Wang, Catherine L.

AU - Rafiq, Mohammed

PY - 2014/1/2

Y1 - 2014/1/2

N2 - Contextual ambidexterity is of paramount importance for new product innovation and organizational success, particularly in high-tech firms operating in a dynamic environment. Whilst it is recognized that contextual ambidexterity is grounded in organizational culture, existing research has not crystallized what kind of organizational culture enables contextual ambidexterity and consequently new product innovation. In this paper, drawing on data from 150 UK and 242 Chinese high-tech firms, we conceptualize ambidextrous organizational culture as a higher-order construct consisting of organizational diversity and shared vision, and examine its impacts on contextual ambidexterity and consequently on new product innovation outcomes. Using structural equation modelling, we find significant relationships among ambidextrous organizational culture, contextual ambidexterity and new product innovation outcomes; contextual ambidexterity mediates the relationship between ambidextrous organizational culture and new product innovation outcomes. Our findings also suggest that the above relationships are robust in the UK-China comparative research context, and that contextual ambidexterity and new product innovation outcomes are dependent on business unit level heterogeneity (i.e. ambidextrous organizational culture and R&D strength) rather than industry or cross-cultural differences.

AB - Contextual ambidexterity is of paramount importance for new product innovation and organizational success, particularly in high-tech firms operating in a dynamic environment. Whilst it is recognized that contextual ambidexterity is grounded in organizational culture, existing research has not crystallized what kind of organizational culture enables contextual ambidexterity and consequently new product innovation. In this paper, drawing on data from 150 UK and 242 Chinese high-tech firms, we conceptualize ambidextrous organizational culture as a higher-order construct consisting of organizational diversity and shared vision, and examine its impacts on contextual ambidexterity and consequently on new product innovation outcomes. Using structural equation modelling, we find significant relationships among ambidextrous organizational culture, contextual ambidexterity and new product innovation outcomes; contextual ambidexterity mediates the relationship between ambidextrous organizational culture and new product innovation outcomes. Our findings also suggest that the above relationships are robust in the UK-China comparative research context, and that contextual ambidexterity and new product innovation outcomes are dependent on business unit level heterogeneity (i.e. ambidextrous organizational culture and R&D strength) rather than industry or cross-cultural differences.

U2 - 10.1111/j.1467-8551.2012.00832.x

DO - 10.1111/j.1467-8551.2012.00832.x

M3 - Article

VL - 25

SP - 58

EP - 76

JO - British Journal of Management

JF - British Journal of Management

SN - 1045-3172

IS - 1

ER -