Empirical Research On Influence Factor Of Organizational Ambidexterity And Its Effects On Performance

After the Industry Revolution, the numbers of companies increase fast around the world. But the status of Chinese companies can not match China’s position in the world economy. According to incomplete statistic, there have about 6,000 Century enterprises worldwide, only about 60 of them came from China. In order to cope with the dramatic change in the market, how to maintain the status quo and develop sustainable in the fierce international competition environment are the main problems that Chinese companies should consider seriously. The company which both can exploit existing business to ensure current advantage and can explore new knowledge to ensure future development is called organizational ambidexterity.Existing research has studied organizational ambidexterity from the perspective of organizational evolution, organizational learning, technological innovation, organizational context, dynamic capabilities, etc. A lot of instructive conclusions and management countermeasures have been proposed. Based on a summary of researches on the influence of ambidexterity capability to performance, our research attempted to find out the influencing factors on the formation of Chinese companies’ organizational ambidexterity, and analysis its impact on performance, in the reality of Chinese companies attach importance to the role of CEO. In this unique transition period, interactive behavior between CEO and other TMT members directly affect the survival and development of companies. From this viewpoint, our research studied the relationship between CEO, TMT, and organizational ambidexterity, attempt to find out the law of Chinese companies’growth. In the field of performance research, empirical research on the impact of organizational ambidexterity has no consensus. To explore the inner and outer boundaries of ambidexterity capability’s effectiveness, based on contingency theory, we introduce environmental uncertainty and organizational slack as the moderators, and propose an integrated model of organizational ambidexterity and performance. In addition, after analyzing exploration activity and development activity, we found that their impact mechanisms are different, exploration activities need to rely on new product development to produce performance. Therefore, we introduce new product development as mediating variables on the influence of organizational ambidexterity to performance.In general, this paper focuses on the core problem of "Organizational Ambidexterity" based on the theoretical review. Through a questionnaire drawn from a sampling frame of 60 companies and 218 top managers, we gradually carry out the empirical analysis of its performance mechanisms and influencing factors. Trying to answer:(1) In China’s real situation, what role do business development and the ability to explore of an enterprise play for business growth? How does it happen? (2)How to balance business development and exploration activities for TMT especially the general manager in China? The main contents and conclusions are as follows:(1) Through literature review on the status of organizational ambidexterity, we comprehensively analyze the theory of the origin, concepts, contents, structures, relationships with performance and influencing factors. Furthermore, we summarize systematically the progress made on previous studies and problems to be solved. This is done to lay the foundation for proposing this "Organizational Ambidexterity model" which is suitable for the survival and development of Chinese enterprises.(2) Combined with the intrinsic characteristics of Chinese enterprises and environmental characteristics, we build an integrated model about organizational ambidexterity influencing performance in the uncertain environment and contingent situations such as organizational slack. We use multilevel regression method, and then, the model was validated. The results show that business development, exploration capacity and organizational ambidexterity all have a positive impact on corporate performance. New product development plays an intermediary role between exploration activities and corporate performance. Organizational slack, which are unabsorbed, is so conducive for enterprises’exploration activities that it helps enterprises broaden their horizons, develop new skills, learn new knowledge and so on. Organizational slack, which have been absorbed, also favor enterprises’ development activities and provide a solid foundation for using the existing capacity. Uncertain environment is good for exploration activities and the organizational ambidexterity to generate performance.(3) The key factors, which influence organizational ambidexterity, are extracted from three aspects of manager individual level, TMT level and organizational level. Also, by peering deep into microscopic operation process of TMT, the correlation between ambidextrous leadership and team effectiveness, as well as the effect on organizational ambidexterity are analyzed. Thus, moderated-mediation of TMT behavioral integration is creatively proposed. We found that ambidextrous leadership of corporate leaders is significantly positive associated with TMT behavioral integration, and TMT behavioral integration has a significantly positive impact on TMT ambidextrous leadership, also it plays a partial intermediary role between ambidextrous leadership and organizational ambidexterity. TMT risk propensity positively regulates the relationship between ambidextrous leadership and TMT behavioral integration, and it also plays a regulatory role in the indirect effects of TMT behavioral integration.