A Study On Cultural Adaptability And Mediating Effect Of Enterprises’Ambidexterous Innovation

With the advent of the era of big data and industrial4.0, the dynamic change of competitive environment and customer demand has been growing. Innovation has become an important tool for firms to survival and builds sustainable competitive advantage. In such an environment pressure, more and more enterprises gradually shift from one choice to dual paradox thinking. Successful companies generally have characteristics of an ambidextrous innovation capacity, which can manage current business with efficiency and synergy to ensure current earnings, but also have rapid response ability and adaptability for the future environmental changes to ensure long-term benefits. Exploratory innovation and exploitative innovation as a pair of these, has become the core problem in implementation of innovation strategy for current enterprises, especially high-tech enterprises. However, the two different innovation behaviors would be competing for the limited resources, and also different in strategy, organizational structure, culture and so on many aspects. Therefore, in order to get ambidextrous innovation ability, how to make reasonable allocation of resources and organization adjustment to ensure effective development of two kinds of innovation activities? Enterprises need to focus on this key theoretical and practical problem to realize innovation driven development.Based on a systematic summary of existing research, we grasp the forefront of theory and practice, this paper mainly focuses on the scientific problems as follow:(1) what is the inner mechanism and law of the co-evolution between ambidextrous innovation and organization culture?(2) How is the adaptability of enterprises’ ambidextrous innovation and organization culture?(3) What is the influence mechanism of ambidextrous innovation in the relationship between organizational culture and corporate performance? Specifically, this study based on innovation theory, ambidextrous innovation theory and organizational culture theory, firstly use exploratory case study reveals the inner mechanism and patterns of the synergy evolution between organizational culture and ambidextrous innovation. Then on the basis of empirical test, we test the influence of four different types of organizational culture on ambidextrous innovation. Finally, we test the intermediary role of ambidextrous innovation in the relationship between organizational culture and enterprise performance. To a certain extent, the exploration of this research makes up for the deficiency of the existing research. The main research conclusions include:1. The inner mechanism of the co-evolution between organization culture and ambidextrous innovation. Through exploratory case study, we found that there is adaptability and interactive relationship between ambidextrous innovation and organizational culture from a dynamic perspective. Organizational culture influence the way of ambidextrous innovation, while enterprises adopt different innovation patterns also puts forward different requirements for organizational culture. During the constant interaction process, enterprises acquire the ambidextrous innovation ability and build competitive advantage. The ambidextrous innovation performance separation from time to space in this case and the transformation path of the organizational culture follow adhocracy culture, then clan culture, finally adhocracy and market culture. We also put forward the initial theoretical propositions, adhocracy culture is beneficial to exploratory innovation, clan culture is beneficial to exploitative innovation, and the mixed innovative culture of adhocracy and market is beneficial to the coexist of exploration and exploitation.2. The cultural adaptability of enterprises’ambidextrous innovation. Based on initial theoretical propositions which put forward in the exploratory case study, through empirical test we found that adhocracy, hierarchical culture has a significant positive effect on exploratory innovation, and adhocracy culture is more conducive to exploratory innovation; clan, adhocracy, hierarchical culture has significant positive influence on exploitative innovation, and clan, hierarchical culture are more conducive to exploitative innovation; clan, adhocracy, hierarchical culture has a significant positive effect on ambidextrous innovation, and adhocracy, hierarchical culture are more advantageous to ambidextrous innovation. Obviously, in order to conduct exploratory innovation, enterprise needs to build the work environment within creative, encourage trial and innovative. In order to conduct exploitative innovation, enterprise needs to create a collaborative team culture, but also establish a normalized and standardized system. In order to acquire ambidextrous innovation ability, enterprise needs to build creative vitality atmosphere to promote the idea generation, but also regulate the system of standards to promote creativity implementation.3. The intermediary role of ambidextrous innovation in the relationship between organizational culture and enterprise performance. According to the disagreement on the influence mechanism organizational culture on enterprise performance in existing literature, this study explores the influence mechanism from the pespective of exploratory and exploitative innovation. The results indicate that exploratory innovation and exploitative innovation play the partial mediating effect in the relationship between clan culture, adhocracy culture, and hierarchy culture and enterprise performance. The results revealed the internal mechanism on the impact of organizational culture on enterprise performance. The organizational culture affects thinking mode and behavior standards of the organization and members, prompt they to carry out exploratory and exploitative innovation activities, and finally improve the enterprise performance.