نوع مقاله : مقاله پژوهشی
نویسندگان
1 دانشجوی دکتری مدیریت دولتی، دانشگاه سیستان و بلوچستان، زاهدان، ایران
2 دانشیار گروه مدیریت دولتی، دانشگاه سیستان و بلوچستان، زاهدان، ایران
3 دانشیار گروه مدیریت بازرگانی، دانشگاه شهید چمران اهواز، اهواز، ایران
4 استادیار گروه مدیریت بازرگانی، دانشگاه ارومیه، ارومیه، ایران
چکیده
کلیدواژهها
عنوان مقاله [English]
نویسندگان [English]
Abstract
The present study was conducted to design an employee behavioral ambidexterity model in knowledge-based companies. It used a qualitative research method based on the systematic Grounded Theory. The sampling was done theoretically and using purposive and snowball techniques, based on which semi-structured interviews were conducted with the experienced managers and senior experts of knowledge-based companies and academic elites in the field of health. To ensure the reliability and validity of the interviews, the researchers reviewed the previous studies, took advantage of the opinions of experts in all stages and processes of this study, and used three strategies developed by Creswell and Miller. The results of the analysis of the data obtained from the interviews during the open, axial and selective coding process led to the development of the Grounded Theory in the field of employee behavioral ambidexterity for knowledge-based companies.
Introduction
Employees have the most important role in knowledge-based development. According to researchers, it is the employees of the organization who make it possible to apply ambidexterity at the organization level through their ambidextrous behavior. Employee ambidexterity is thus defined as a behavioral approach in employees that is performed by combining activities related to exploitation and exploration in a certain period of time.
Recent studies have shown that simultaneous exploration and exploitation in a business unit is also a prerequisite for its success, especially in high-tech companies such as knowledge-based companies, which strongly rely on innovation as a competitive source. In the field of health, these companies encounter the dual demands of exploring new products/processes while simultaneously exploiting the existing products/processes. Therefore, through their employees, companies should simultaneously exploit the existing competitive advantage and explore new projects with equal skills.
Case study
The statistical population of the present study consisted of experts (including managers and experienced senior experts) and academic elites (including experienced professors of management) in the knowledge-based companies of the field of health in Tehran province.
Theoretical framework
Employee ambidexterity is defined as the behavioral orientation of employees to combine exploration and exploitation activities in a certain period of time. Exploration is defined as experiment-related behaviors, looking for alternative ways of doing something, and learning from mistakes, while exploitation is defined as "relying on previous experiences, carrying out everything, and gradually improving the learned actions".
To pursue both strategies (exploration and exploitation), ambidextrous organizations need employees who are capable of implementing both in the organization. Ambidextrous individuals can effectively use the opportunities available to them and simultaneously use all their available power and capacity to perform current affairs and overcome the existing challenges. Therefore, organizational ambidexterity requires having human resources capable of ambidextrous behaviors. In theory, researchers have argued that in order to have an appropriate level of ambidexterity, employees must be able to perform exploration and exploitation simultaneously. Schnellbächer & Heidenreich (2020) investigated the role of individual ambidexterity for organizational performance and found that ambidextrous knowledge offering leads to higher performance effects in environments characterized by the pursuit of radical innovations, while ambidextrous knowledge seeking is rather suited for environments with a focus on innovating incrementally.
Materials and Methods
The dominant paradigm of the present study is the interpretive paradigm and the strategy used in it is the Grounded Theory based on the systematic design of Strauss and Corbin (1990). Semi-structured interviews were conducted with 21 experienced managers and senior experts and academic elites in knowledge-based companies in the field of health. Each interview lasted from 45 minutes to one hour. From the 18th interview onwards, the data analysis did not lead to discovering new concepts and categories. However, three more interviews were conducted to ensure theoretical saturation.
Discussion and Results
After conducting and implementing the interviews, the interviewed texts were analyzed using the Grounded Theory strategy in three stages of open, axial and selective coding. Based on the analysis of the interviews, 19 categories and 60 concepts were identified and extracted from the coding process. Finally, based on the systematic approach in the Grounded Theory, the identified codes were divided in six categories, including causal conditions, ground conditions, intervening conditions, strategies and consequences around the axial category of "competence of exploration and exploitation". The four categories of spirit strengthening, internal motivation, attitude/behavior/perception, and skills were identified as the causal conditions of behavioral ambidexterity of employees in the studied organization. Development of the organization’s nature of work, legal-ethical requirements, learning and development, leadership requirements and external motivation were identified as the underlying factors, while psychological security and environmental security were identified as the intervening factors. Enhancing the culture of empowerment, accepting the culture of knowledge sharing, integration and coherence, and managing the flow of knowledge and information were identified as effective strategies which can lead to innovative behavior and performance and high job satisfaction (positive outcomes) and stressors (negative consequences).
Conclusion
Various studies on ambidexterity show that organizations that become ambidextrous, i.e. successful in exploitation and exploration capabilities, will perform better in dynamic environments and achieve the highest level of performance, competitiveness and long-term survival. This study was conducted using the Grounded Theory research method with the help of open, selective and axial coding. The data analysis process led to the creation of a theoretical model that includes causal conditions, contextual conditions, intervening conditions, strategies and consequences that explain the main phenomenon, namely, "competency of exploration and exploitation".
کلیدواژهها [English]
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