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Organizational Learning, Ambidexterity, and Firm Performance

In: The 19th International Conference on Industrial Engineering and Engineering Management

Author

Listed:
  • Jun Zhou

    (Soochow University)

  • Qiu-zhi Xue

    (Fudan University)

Abstract

Based on the theories of organizational learning and organizational ambidexterity, this paper puts forward some theoretical propositions and conducts empirical tests. The results indicate that organizational ambidexterity plays partially mediating roles between organizational learning and firm performance. This research illustrates another kind of contextual ambidexterity which is different from what Gibson and Birkinshaw (2004) depicted, clarifies the mechanisms of action the organizational context has on organizational ambidexterity, and enriches empirical evidence on the relationship between organizational ambidexterity and organizational performance.

Suggested Citation

  • Jun Zhou & Qiu-zhi Xue, 2013. "Organizational Learning, Ambidexterity, and Firm Performance," Springer Books, in: Ershi Qi & Jiang Shen & Runliang Dou (ed.), The 19th International Conference on Industrial Engineering and Engineering Management, edition 127, chapter 0, pages 537-546, Springer.
    • Handle: RePEc:spr:sprchp:978-3-642-38442-4_57
    DOI: 10.1007/978-3-642-38442-4_57
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