Options
Lukas Hölzl
Former Member
Title
M.Sc.
Last Name
Hölzl
First name
Lukas
Now showing
1 - 1 of 1
-
PublicationOrganizational Ambidexterity and Long-term Success : Multiperspective Studies on Culture, HRM, and LeadershipIn the incessantly changing world of modern business, the ability to simultaneously explore new opportunities and exploit existing resources is an extremely valuable competitive advantage. While the positive implications for companies are undisputed, scholars are increasingly interested in the individual implications of organizational ambidexterity. Therefore, this dissertation addresses the questions of how ambidexterity can be fostered and examines the subsequent consequences for organizations and individual employees. In Study 1, a qualitative case study based on seven interviews was conducted to explore how firms transform evolutionarily. The findings demonstrate that an ambidextrous culture combined with organizational support mechanisms helps employees in coping with high workload demands and provides sustained success. Based on data from 94 organizations, Study 2 illustrates that ambidexterity-oriented HRM practices foster the ambidextrous behavior of all employees, and organizational performance. This relationship depends on high levels of TFL climate. HRM and organizational leaders prove to be synergistic partners in translating the paradoxical signals to employees. In Study 3, I examine, in a longitudinal mixed-method sample of 121 employees the effects of adopting flexible work arrangements on employee well-being. The results reveal that the work engagement of employees with strong ambidextrous leaders increases more when switching from the office to remote work. Besides that, employee focus is decisive. When working remotely the work engagement is higher for promotion than for prevention focused employees. All three studies highlight the importance of considering all organizational members and their interplay in a complete picture, when adopting the complex and contradictory strategies of exploration and exploitation. It is shown that different drivers, top-down and bottom-up, are favorable when creating an ambidextrous context that enables all employees to cope with the paradoxical demands and to contribute to the future of their firm.Type: doctoral thesis