Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity : an empirical study of IT and Telecom firms

Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The stud...
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Autor*in:	Muhammad, Fiaz [verfasserIn] Ikram, Amir [verfasserIn] Jafri, Syed Khurram [verfasserIn] Naveed, Kanwal [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2021

Rechteinformationen:	Open Access Namensnennung 4.0 International ; CC BY 4.0

Schlagwörter:	contextual ambidexterity organizational culture product innovation radical innovation

Übergeordnetes Werk:	Enthalten in: Journal of open innovation - Basel : MDPI, 2015, 7(2021), 1/9 vom: März, Seite 1-12
Übergeordnetes Werk:	volume:7 ; year:2021 ; number:1/9 ; month:03 ; pages:1-12

Links:	Link aufrufen Link aufrufen Link aufrufen

DOI / URN:	10.3390/joitmc7010009

Katalog-ID:	1745150080

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allfields	10.3390/joitmc7010009 doi 10419/241594 hdl (DE-627)1745150080 (DE-599)KXP1745150080 DE-627 ger DE-627 rda eng Muhammad, Fiaz verfasserin aut Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms Fiaz Muhammad, Amir Ikram, Syed Khurram Jafri and Kanwal Naveed 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ contextual ambidexterity (dpeaa)DE-206 organizational culture (dpeaa)DE-206 product innovation (dpeaa)DE-206 radical innovation (dpeaa)DE-206 Ikram, Amir verfasserin aut Jafri, Syed Khurram verfasserin (DE-588)1225488486 (DE-627)1745150668 aut Naveed, Kanwal verfasserin aut Enthalten in Journal of open innovation Basel : MDPI, 2015 7(2021), 1/9 vom: März, Seite 1-12 Online-Ressource (DE-627)833526413 (DE-600)2832108-X (DE-576)444393463 2199-8531 nnns volume:7 year:2021 number:1/9 month:03 pages:1-12 https://www.mdpi.com/2199-8531/7/1/9/pdf Verlag kostenfrei https://doi.org/10.3390/joitmc7010009 Resolving-System kostenfrei http://hdl.handle.net/10419/241594 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2021 1/9 3 1-12 26 01 0206 3840514479 x1z 21-01-21 2403 01 DE-LFER 3850434540 00 --%%-- --%%-- n --%%-- l01 09-02-21 2403 01 DE-LFER https://doi.org/10.3390/joitmc7010009 2403 01 DE-LFER https://www.mdpi.com/2199-8531/7/1/9/pdf
spelling	10.3390/joitmc7010009 doi 10419/241594 hdl (DE-627)1745150080 (DE-599)KXP1745150080 DE-627 ger DE-627 rda eng Muhammad, Fiaz verfasserin aut Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms Fiaz Muhammad, Amir Ikram, Syed Khurram Jafri and Kanwal Naveed 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ contextual ambidexterity (dpeaa)DE-206 organizational culture (dpeaa)DE-206 product innovation (dpeaa)DE-206 radical innovation (dpeaa)DE-206 Ikram, Amir verfasserin aut Jafri, Syed Khurram verfasserin (DE-588)1225488486 (DE-627)1745150668 aut Naveed, Kanwal verfasserin aut Enthalten in Journal of open innovation Basel : MDPI, 2015 7(2021), 1/9 vom: März, Seite 1-12 Online-Ressource (DE-627)833526413 (DE-600)2832108-X (DE-576)444393463 2199-8531 nnns volume:7 year:2021 number:1/9 month:03 pages:1-12 https://www.mdpi.com/2199-8531/7/1/9/pdf Verlag kostenfrei https://doi.org/10.3390/joitmc7010009 Resolving-System kostenfrei http://hdl.handle.net/10419/241594 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2021 1/9 3 1-12 26 01 0206 3840514479 x1z 21-01-21 2403 01 DE-LFER 3850434540 00 --%%-- --%%-- n --%%-- l01 09-02-21 2403 01 DE-LFER https://doi.org/10.3390/joitmc7010009 2403 01 DE-LFER https://www.mdpi.com/2199-8531/7/1/9/pdf
allfields_unstemmed	10.3390/joitmc7010009 doi 10419/241594 hdl (DE-627)1745150080 (DE-599)KXP1745150080 DE-627 ger DE-627 rda eng Muhammad, Fiaz verfasserin aut Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms Fiaz Muhammad, Amir Ikram, Syed Khurram Jafri and Kanwal Naveed 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ contextual ambidexterity (dpeaa)DE-206 organizational culture (dpeaa)DE-206 product innovation (dpeaa)DE-206 radical innovation (dpeaa)DE-206 Ikram, Amir verfasserin aut Jafri, Syed Khurram verfasserin (DE-588)1225488486 (DE-627)1745150668 aut Naveed, Kanwal verfasserin aut Enthalten in Journal of open innovation Basel : MDPI, 2015 7(2021), 1/9 vom: März, Seite 1-12 Online-Ressource (DE-627)833526413 (DE-600)2832108-X (DE-576)444393463 2199-8531 nnns volume:7 year:2021 number:1/9 month:03 pages:1-12 https://www.mdpi.com/2199-8531/7/1/9/pdf Verlag kostenfrei https://doi.org/10.3390/joitmc7010009 Resolving-System kostenfrei http://hdl.handle.net/10419/241594 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2021 1/9 3 1-12 26 01 0206 3840514479 x1z 21-01-21 2403 01 DE-LFER 3850434540 00 --%%-- --%%-- n --%%-- l01 09-02-21 2403 01 DE-LFER https://doi.org/10.3390/joitmc7010009 2403 01 DE-LFER https://www.mdpi.com/2199-8531/7/1/9/pdf
allfieldsGer	10.3390/joitmc7010009 doi 10419/241594 hdl (DE-627)1745150080 (DE-599)KXP1745150080 DE-627 ger DE-627 rda eng Muhammad, Fiaz verfasserin aut Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms Fiaz Muhammad, Amir Ikram, Syed Khurram Jafri and Kanwal Naveed 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ contextual ambidexterity (dpeaa)DE-206 organizational culture (dpeaa)DE-206 product innovation (dpeaa)DE-206 radical innovation (dpeaa)DE-206 Ikram, Amir verfasserin aut Jafri, Syed Khurram verfasserin (DE-588)1225488486 (DE-627)1745150668 aut Naveed, Kanwal verfasserin aut Enthalten in Journal of open innovation Basel : MDPI, 2015 7(2021), 1/9 vom: März, Seite 1-12 Online-Ressource (DE-627)833526413 (DE-600)2832108-X (DE-576)444393463 2199-8531 nnns volume:7 year:2021 number:1/9 month:03 pages:1-12 https://www.mdpi.com/2199-8531/7/1/9/pdf Verlag kostenfrei https://doi.org/10.3390/joitmc7010009 Resolving-System kostenfrei http://hdl.handle.net/10419/241594 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2021 1/9 3 1-12 26 01 0206 3840514479 x1z 21-01-21 2403 01 DE-LFER 3850434540 00 --%%-- --%%-- n --%%-- l01 09-02-21 2403 01 DE-LFER https://doi.org/10.3390/joitmc7010009 2403 01 DE-LFER https://www.mdpi.com/2199-8531/7/1/9/pdf
allfieldsSound	10.3390/joitmc7010009 doi 10419/241594 hdl (DE-627)1745150080 (DE-599)KXP1745150080 DE-627 ger DE-627 rda eng Muhammad, Fiaz verfasserin aut Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms Fiaz Muhammad, Amir Ikram, Syed Khurram Jafri and Kanwal Naveed 2021 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ contextual ambidexterity (dpeaa)DE-206 organizational culture (dpeaa)DE-206 product innovation (dpeaa)DE-206 radical innovation (dpeaa)DE-206 Ikram, Amir verfasserin aut Jafri, Syed Khurram verfasserin (DE-588)1225488486 (DE-627)1745150668 aut Naveed, Kanwal verfasserin aut Enthalten in Journal of open innovation Basel : MDPI, 2015 7(2021), 1/9 vom: März, Seite 1-12 Online-Ressource (DE-627)833526413 (DE-600)2832108-X (DE-576)444393463 2199-8531 nnns volume:7 year:2021 number:1/9 month:03 pages:1-12 https://www.mdpi.com/2199-8531/7/1/9/pdf Verlag kostenfrei https://doi.org/10.3390/joitmc7010009 Resolving-System kostenfrei http://hdl.handle.net/10419/241594 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_206 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2034 GBV_ILN_2038 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2088 GBV_ILN_2106 GBV_ILN_2110 GBV_ILN_2112 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 7 2021 1/9 3 1-12 26 01 0206 3840514479 x1z 21-01-21 2403 01 DE-LFER 3850434540 00 --%%-- --%%-- n --%%-- l01 09-02-21 2403 01 DE-LFER https://doi.org/10.3390/joitmc7010009 2403 01 DE-LFER https://www.mdpi.com/2199-8531/7/1/9/pdf
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source	Enthalten in Journal of open innovation 7(2021), 1/9 vom: März, Seite 1-12 volume:7 year:2021 number:1/9 month:03 pages:1-12
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spellingShingle	Muhammad, Fiaz misc contextual ambidexterity misc organizational culture misc product innovation misc radical innovation Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms
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topic_title	Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms Fiaz Muhammad, Amir Ikram, Syed Khurram Jafri and Kanwal Naveed contextual ambidexterity (dpeaa)DE-206 organizational culture (dpeaa)DE-206 product innovation (dpeaa)DE-206 radical innovation (dpeaa)DE-206
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title	Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms
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title_full	Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms Fiaz Muhammad, Amir Ikram, Syed Khurram Jafri and Kanwal Naveed
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title_sort	product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterityan empirical study of it and telecom firms
title_auth	Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity an empirical study of IT and Telecom firms
abstract	Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes.
abstractGer	Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes.
abstract_unstemmed	Considering the universal competitive pressures, it is imperative for the organizations to be more dynamic and innovative. The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. Results indicated that organizational diversity significantly and positively affect new product innovation outcomes i.e., incremental, radical product innovation, and speed to market, whereas shared vision positively affect incremental product innovation. Indirect effects results indicated that significant positive partial mediation of contextual ambidexterity exists between organizational diversity and new product innovation outcomes, i.e., radical innovation and speed to market. Whereas full and significant positive mediation role of contextual ambidexterity exists between shared vision and new product innovation outcomes i.e., radical innovation outcomes and speed to market. At last, no significant mediation role of contextual ambidexterity exists between organizational diversity and incremental innovation outcomes.
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title_short	Product innovations through ambidextrous organizational culture with mediating effect of contextual ambidexterity
url	https://www.mdpi.com/2199-8531/7/1/9/pdf https://doi.org/10.3390/joitmc7010009 http://hdl.handle.net/10419/241594
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author2	Ikram, Amir Jafri, Syed Khurram Naveed, Kanwal
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GND_str_mv	Khurram Jafri, Syed Syed Khurram Jafri Jafri, Syed Khurram
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GND_txtF_mv	Khurram Jafri, Syed Syed Khurram Jafri Jafri, Syed Khurram
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doi_str	10.3390/joitmc7010009
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up_date	2024-07-04T20:58:34.983Z
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The viability of companies is dependent on innovation and organizational culture is regarded as an important component in realizing the objective of product innovation. The study examines the association between ambidextrous organizational culture and product innovation outcomes through mediation of contextual ambidexterity. By pursuing the snowball sampling technique, pre-established structural questionnaires were distributed among the top management of IT and Telecom sector, 125 valid questionnaires were considered for data analysis purpose. The collected data was analyzed using Smart PLS software and measurement model was assessed with respect to reliability and validity. Structural model was assessed for hypothesis testing using bootstrapping technique. 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