How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital

Jee Young Lee, Yumi Seo, Wonho Jeung, Joon Ho Kim

Research output: Contribution to journalArticlepeer-review

33 Scopus citations

Abstract

Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members' job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members' job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.

Original languageEnglish
Pages (from-to)860-875
Number of pages16
JournalJournal of Management and Organization
Volume25
Issue number6
DOIs
StatePublished - 1 Nov 2019

Keywords

  • ambidextrous organizational culture
  • exploitation
  • exploration
  • mediating effect
  • positive psychological capital

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