The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institution
The concept of organizational ambidexterity has been resonated and applied in diverse areas of management research. When establishing its strategic direction, research institutions are confronted with strategic tradesoffs, namely balancing the right amounts of exploration of new knowledge and explo...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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Universitas Islam Indonesia
2016-06-01
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| Series: | Jurnal Siasat Bisnis |
| Subjects: | |
| Online Access: | https://hmts.civil.uii.ac.id/JSB/article/view/6177 |
| _version_ | 1797782062012301312 |
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| author | Novita Dyah Rangga Almahendra |
| author_facet | Novita Dyah Rangga Almahendra |
| author_sort | Novita Dyah |
| collection | DOAJ |
| description |
The concept of organizational ambidexterity has been resonated and applied in diverse areas of management research. When establishing its strategic direction, research institutions are confronted with strategic tradesoffs, namely balancing the right amounts of exploration of new knowledge and exploitation of existing knowledge in their research orientation. We investigate this trade-off by building on the notion that research institution need to reconcile the paradoxical demands of exploitation and exploration in their orientation. The objective of this study is to examine the effect of social network, funding, and productive organizational energy on knowledge exploration, knowledge exploitation and the capability of organizational ambidexterity in the context of research institution. A sample of 130 research institutions such as laboratory, study center and training center was collected through questionnaire survey. We tested the hypotheses using Partial Least Square (PLS). Findings of the study indicate that social network and funding are positively related to knowledge exploration and exploitation. However, productive organizational energy has no positive effect on knowledge exploration and exploitation. It is also confirmed that knowledge exploration and knowledge exploitation have a significant influence on the capability of organizational ambidexterity, but knowledge exploitation has a dominant role on that effect.
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| first_indexed | 2024-03-13T00:05:45Z |
| format | Article |
| id | doaj.art-5c51405db4c149bb94b5893de1990f44 |
| institution | Directory Open Access Journal |
| issn | 0853-7666 2528-7001 |
| language | English |
| last_indexed | 2024-03-13T00:05:45Z |
| publishDate | 2016-06-01 |
| publisher | Universitas Islam Indonesia |
| record_format | Article |
| series | Jurnal Siasat Bisnis |
| spelling | doaj.art-5c51405db4c149bb94b5893de1990f442023-07-13T00:34:29ZengUniversitas Islam IndonesiaJurnal Siasat Bisnis0853-76662528-70012016-06-01202The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institutionNovita Dyah0Rangga AlmahendraUniversitas Gadjah Mada Yogyakarta The concept of organizational ambidexterity has been resonated and applied in diverse areas of management research. When establishing its strategic direction, research institutions are confronted with strategic tradesoffs, namely balancing the right amounts of exploration of new knowledge and exploitation of existing knowledge in their research orientation. We investigate this trade-off by building on the notion that research institution need to reconcile the paradoxical demands of exploitation and exploration in their orientation. The objective of this study is to examine the effect of social network, funding, and productive organizational energy on knowledge exploration, knowledge exploitation and the capability of organizational ambidexterity in the context of research institution. A sample of 130 research institutions such as laboratory, study center and training center was collected through questionnaire survey. We tested the hypotheses using Partial Least Square (PLS). Findings of the study indicate that social network and funding are positively related to knowledge exploration and exploitation. However, productive organizational energy has no positive effect on knowledge exploration and exploitation. It is also confirmed that knowledge exploration and knowledge exploitation have a significant influence on the capability of organizational ambidexterity, but knowledge exploitation has a dominant role on that effect. https://hmts.civil.uii.ac.id/JSB/article/view/6177funding and productive organizational energyknowledge explorationknowledge exploitationorganizational ambidexteritysocial networ |
| spellingShingle | Novita Dyah Rangga Almahendra The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institution Jurnal Siasat Bisnis funding and productive organizational energy knowledge exploration knowledge exploitation organizational ambidexterity social networ |
| title | The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institution |
| title_full | The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institution |
| title_fullStr | The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institution |
| title_full_unstemmed | The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institution |
| title_short | The effect of social network, funding and productive organizational energy on the capability of organizational ambidexterity in research institution |
| title_sort | effect of social network funding and productive organizational energy on the capability of organizational ambidexterity in research institution |
| topic | funding and productive organizational energy knowledge exploration knowledge exploitation organizational ambidexterity social networ |
| url | https://hmts.civil.uii.ac.id/JSB/article/view/6177 |
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