Quality-oriented human resource practices (QHRP), ambidextrous culture and organizational ambidexteritya study of green agro-food companies

Bibliographische Referenzen

• Adams, R., Bessant, J. and Phelps, R. (2006), “Innovation management measurement: a review”, International Journal of Management Reviews, Vol. 8 No. 1, pp. 21-47.
• Al-Khalifa, K.N. and Aspinwall, E.M. (2001), “Using the competing values framework to investigate the culture of Qatar industries”, Total Quality Management and Business Excellence, Vol. 12 No. 4, pp. 417-428.
• Arifin, S., Darmawan, D., Hartanto, C.F.B. and Rahman, A. (2022), “Human resources based on total quality management”, Journal of Social Science Studies, Vol. 2 No. 1, pp. 17-20.
• Asif, M. (2017), “Exploring the antecedents of ambidexterity: a taxonomic approach”, Management Decision, Vol. 55 No. 7, pp. 1489-1505.
• Asif, M. and de Vries, H.J. (2015), “Creating ambidexterity through quality management”, Total Quality Management and Business Excellence, Vol. 26 Nos 11-12, pp. 1226-1241.
• Barney, J. (1991), “Competitive advantage”, Journal of Management, Vol. 17 No. 1, pp. 99-120.
• Benner, M.J. and Tushman, M.L. (2003), “Exploitation, exploration, and process management: the productivity dilemma revisited”, Academy of Management Review, Vol. 28 No. 2, pp. 238-256.
• Birkinshaw, J., Zimmermann, A. and Raisch, S. (2016), “How do firms adapt to discontinuous change? Bridging the dynamic capabilities and ambidexterity perspectives”, California Management Review, Vol. 58 No. 4, pp. 36-58.
• Bou-Lusar, J.C., Escrig-Tena, A.B., Roca-Puig, V. and Beltran-Martin, I. (2009), “An empirical assessment of the EFQM excellence model: evaluation as a TQM framework relative to the MBNQA Model”, Journal of Operations Management, Vol. 27 No. 1, pp. 1-22.
• Chams-Anturi, O., Moreno-Luzon, M.D. and Escorcia-Caballero, J.P. (2020), “Linking organizational trust and performance through ambidexterity”, Personnel Review, Vol. 49 No. 4, pp. 956-973.
• Chiang, Y.H. and Shih, H.A. (2011), “Knowledge oriented human resource configurations, the new product development learning process, and perceived new product development”, The International Journal of Human Resource Management, Vol. 22 No. 15, pp. 3202-3221.
• De Groote, X., Loch, C., Van Der Heyden, L., Van Wassenhove, L. and Y€ucesan, E. (1996), “Measuring management quality in the factory”, European Management Journal, Vol. 14 No. 6, pp. 540-554.
• Dean, J.W. and Bowen, D.E. (1994), “Management theory and total quality: improving research and practice through theory development”, The Academy of Management Review, Vol. 19 No. 3, pp. 392-418, Special Issue: Total Quality.
• Dellana, S.A. and Hauser, R.D. (1999), “Toward defining the quality culture”, Engineering Management Journal, Vol. 11 No. 2, pp. 11-15.
• Diamantopoulos, A. and Siguaw, J.A. (2006), “Formative versus reflective indicators in organizational measure development: a comparison and empirical illustration”, British Journal of Management, Vol. 17 No. 4, pp. 263-282.
• Escorcia-Caballero, J.P., Chams-Anturi, O. and Moreno-Luzon, M.D. (2022), “The effect of ambidexterity on market performance: a new perspective and measurement from the dynamic capability framework”, Technology Analysis and Strategic Management, pp. 1-13.
• Faridian, P.H. and Neubaum, D.O. (2021), “Ambidexterity in the age of asset sharing: development of dynamic capabilities in open source ecosystems”, Technovation, Vol. 99, 102125.
• Farzaneh, M., Wilden, R., Afshari, L. and Mehralian, G. (2022), “Dynamic capabilities and innovation ambidexterity: the roles of intellectual capital and innovation orientation”, Journal of Business Research, Vol. 148, pp. 47-59.
• Ferraris, A., Erhardt, N. and Bresciani, S. (2019), “Ambidextrous work in smart city project alliances: unpacking the role of human resource management systems”, The International Journal of Human Resource Management, Vol. 30 No. 4, pp. 680-701.
• Flores, L.G., Zheng, W., Rau, D. and Thomas, C.H. (2012), “Organizational learning: subprocess identification, construct validation, and an empirical test of cultural antecedents”, Journal of Management, Vol. 38 No. 2, pp. 640-667
• Fourne, S.P., Rosenbusch, N., Heyden, M.L. and Jansen, J.J. (2019), “Structural and contextual approaches to ambidexterity: a meta-analysis of organizational and environmental contingencies”, European Management Journal, Vol. 37 No. 5, pp. 564-576.
• Franke, G. and Sarstedt, M. (2019), “Heuristics versus statistics in discriminant validity testing: a comparison of four procedures”, Internet Research, Vol. 29 No. 3, pp. 430-447
• . Fundin, A., Backstr€om, T. and Johansson, P.E. (2021), “Exploring the emergent quality management paradigm”, Total Quality Management, Vol. 32 No. 5, pp. 476-488.
• Gambi, L.D.N., Boer, H., Jorgensen, F., Gerolamo, M.C. and Carpinetti, L.C.R. (2022), “The effects of HRM approach on quality management techniques and performance”, Total Quality Management & Business Excellence, Vol. 33 Nos 7-8, pp. 833-861.
• Ghobadian, A. and Gallear, D. (1996), “Total quality management in SMEs”, Omega, Vol. 24 No. 1, pp. 83-106.
• Gibson, C.B. and Birkinshaw, J. (2004), “The antecedents, consequences, and mediating role of organizational ambidexterity”, Academy of Management Journal, Vol. 47 No. 2, pp. 209-226.
• Gil-Marques, M. and Moreno-Luzon, M.D. (2015), “TQM and innovation: controversial issues surrounding the impact of formalization over radical innovation”, in Peris-Ortiz, M., AlvarezGarcia, J. and Rueda-Armengot, C. (Eds), Achieving Competitive Advantage through Quality Management, Springer, Cham, pp. 17-31.
• Girod, S.J., Birkinshaw, J. and Prange, C. (2023), “Business agility: key themes and future directions”, California Management Review, Vol. 65 No. 4, pp. 5-21.
• Green, L. (2012), “Music education, cultural capital, and social group identity”, The Cultural Study of Music, Routledge, New York, pp. 206-216.
• Gualandris, J., Legenvre, H. and Kalchschmidt, M. (2018), “Exploration and exploitation within supply networks”, International Journal of Operations and Production Management, Vol. 38 No. 3, pp. 667-689.
• Gutierrez-Gutierrez, L.J., Barrales-Molina, V. and Kaynak, H. (2018), “The role of human resourcerelated quality management practices in new product development”, International Journal of Operations and Production Management, Vol. 38 No. 1, pp. 43-66.
• Hackman, J.R. and Wageman, R. (1995), “Total quality management: empirical, conceptual and practical issues”, Administrative Science Quarterly, Vol. 40 No. 2, pp. 309-342.
• Hair, J.F. Jr, Matthews, L.M., Matthews, R.L. and Sarstedt, M. (2017), “PLS-SEM or CB-SEM: updated guidelines on which method to use”, International Journal of Multivariate Data Analysis, Vol. 1 No. 2, pp. 107-123.
• He, Z.L. and Wong, P.K. (2004), “Exploration vs. Exploitation: an empirical test of the ambidexterity hypothesis”, Organization Science, Vol. 15 No. 4, pp. 481-494.
• Hill, S.A. and Birkinshaw, J. (2014), “Ambidexterity and survival in corporate venture units”, Journal of Management, Vol. 40, pp. 1899-1931.
• Hussain, A.B. and Endut, N. (2018), Application of SEM Using Smart PLS: Examining Decent Working Conditions of Small Enterprises, SAGE Publications, Thousand Oaks, USA
• Jansen, J., Van den Bosch, F. and Volberda, H. (2006), “Exploratory innovation, exploitative innovation and performance: effects of organizational and environmental moderators”, Management Science, Vol. 52 No. 11, pp. 1661-1674.
• Jansen, J.J., George, G., Van den Bosch, F.A. and Volberda, H.W. (2008), “Senior team attributes and organizational ambidexterity: the moderating role of transformational leadership”, Journal of Management Studies, Vol. 45, pp. 982-1007.
• Jansen, J.J., Tempelaar, M.P., Van den Bosch, F.A. and Volberda, H.W. (2009), “Structural differentiation and ambidexterity: the mediating role of integration mechanisms”, Organization Science, Vol. 20 No. 4, pp. 797-811.
• Junni, P., Sarala, R.M., Tarba, S.Y., Liu, Y. and Cooper, C.L. (2015), “Guest editors’ introduction: ‘The role of human resources and organizational factors in ambidexterity’”, Human Resource Management, Vol. 54 No. S1, pp. s1-s28.
• Kassotaki, O. (2019), “Explaining ambidextrous leadership in the aerospace and defense organizations”, European Management Journal, Vol. 37 No. 5, pp. 552-563.
• Kline, R.B. (2005), Principles and Practices of Structural Equation Modelling, Guilford, New York.
• Kock, N. (2015), “Common method bias in PLS-SEM: a full collinearity assessment approach”, International Journal of e-Collaboration, Vol. 11 No. 4, pp. 1-10.
• Lavie, D., Stettner, U. and Tushman, M.L. (2010), “Exploration and exploitation within and across organizations”, The Academy of Management Annals, Vol. 4 No. 1, pp. 109-155.
• Lepak, D.P. and Snell, S.A. (2002), “Examining the human resource architecture: the relationships among human capital, employment, and human resource configurations”, Journal of Management, Vol. 28 No. 4, pp. 517-543.
• Lopez-Cabrales, A., Perez-Lu~ no, A. and Cabrera, R.V. (2009), “Knowledge as a mediator between HRM practices and innovative activity”, Human Resource Management, Vol. 48 No. 4, pp. 485-503.
• Lubatkin, M.H., Simsek, Z., Ling, Y. and Veiga, J.F. (2006), “Ambidexterity and performance in smallto medium-sized firms: the pivotal role of top management team behavioural integration”, Journal of Management, Vol. 32 No. 5, pp. 646-672.
• MacKinnon, D.P., Lockwood, C.M. and Williams, J. (2004), “Confidence limits for the indirect effect: distribution of the product and resampling methods”, Multivariate Behavioral Research, Vol. 39 No. 1, pp. 99-128.
• Mintzberg, H. (1979), The Structuring of Organizations, Prentice Hall, Hoboken, NJ. Mom, T.J., Chang, Y.Y., Cholakova, M. and Jansen, J.J. (2019), “A multilevel integrated framework of firm HR practices, individual ambidexterity, and organizational ambidexterity”, Journal of Management, Vol. 45 No. 7, pp. 3009-3034.
• Moreno-Luzon, M.D. (1993), “Can Total Quality Management make small business competitive?”, Journal of Total Quality Management, Vol. 4 No. 2, pp. 165-181.
• Moreno-Luzon, M.D. and Gil-Marques, M. (2015), “The contribution of TQM to organizational ambidexterity: the state of the art and promising research streams”, in Peris-Ortiz, M., AlvarezGarcia, J. and Rueda-Armengot, C. (Eds), Achieving Competitive Advantage through Quality Management, Springer, Cham, pp. 293-305.
• Moreno-Luzon, M.D. and Valls-Pasola, J. (2011), “Ambidexterity and quality management: towards a research agenda”, Management Decision, Vol. 49 No. 6, pp. 927-947.
• Moreno-Luzon, M., Gil-Marques, M. and Valls-Pasola, J. (2013), “TQM, innovation and the role of cultural change”, Industrial Management and Data Systems, Vol. 113 No. 8, pp. 1149-1168.
• Moreno-Luzon, M.D., Gil-Marques, M. and Arteaga, F. (2014), “Driving organizational ambidexterity through process management. The key role of cultural change”, Total Quality Management and Business Excellence, Vol. 25 Nos 9-10, pp. 1026-1038.
• Moreno-Luzon, M.D., Gil-Marques, M. and Chams-Anturi, O. (2018), “Quality and innovation in the organic agro-food sector: threats and opportunities of social and managerial innovation”, in Peris-Ortiz, M., Gomez, J.A. and Marquez, P. (Eds), Strategies and Best Practices in Social Innovation, Springer, Cham, pp. 47-63.
• Naveh, E. and Erez, M. (2004), “Innovation and attention to detail in the quality improvement paradigm”, Management Science, Vol. 50 No. 11, pp. 1576-1586.
• Nosella, A., Cantarello, S. and Filippini, R. (2012), “The intellectual structure of organizational ambidexterity: a bibliographic investigation into the state of the art”, Strategic Organization, Vol. 10 No. 4, pp. 450-465.
• O’Reilly, C.A. and Tushman, M.L. (2013), “Organizational ambidexterity: past, present and future”, Academy of Management Perspectives, Vol. 27 No. 4, pp. 324-338.
• Pak, J., Heidarian Ghaleh, H. and Mehralian, G. (2023), How Does Human Resource Management Balance Exploration and Exploitation? the Differential Effects of Intellectual Capital-enhancing HR Practices on Ambidexterity and Firm Innovation, Human Resource Management, Ahead of print.
• Patel, P.C., Messersmith, J.G. and Lepak, D.P. (2013), “Walking the tightrope: an assessment of the relationship between high-performance work systems and organizational ambidexterity”, Academy of Management Journal, Vol. 56 No. 5, pp. 1420-1442.
• Perdomo-Ortiz, J., Gonzalez-Benito, J. and Galende, J. (2009), “An analysis of the relationship between total quality management-based human resource management practices and innovation”, The International Journal of Human Resource Management, Vol. 20 No. 5, pp. 1191-1218.
• Pertusa-Ortega, E.M. and Molina-Azorın, J.F. (2018), “A joint analysis of determinants and performance consequences of ambidexterity”, Business Research Quarterly, Vol. 21 No. 2, pp. 84-98.
• Prajogo, D.I. and McDermott, C. (2005), “The relationship between total quality management practices and organizational culture”, The International Journal of Operations and Production Management, Vol. 25 No. 11, pp. 1101-1122.
• Prajogo, D.I. and Sohal, A.S. (2004), “The multidimensionality of TQM practices in determining quality and innovation performance–An empirical examination”, Technovation, Vol. 24 No. 6, pp. 443-453.
• Quinn, R.E. (1988), Beyond Rational Management: Mastering the Paradoxes and Competing Demands of High Performance, Jossey-Bass, San Francisco, CA.
• Quinn, R.E. and Rohrbaugh, J. (1983), “A spatial model of effectiveness criteria: towards a competing values approach to organizational”, Analysis Management Science, Vol. 29 No. 3, pp. 363-377.
• Rafailidis, A., Trivellas, P. and Polychroniou, P. (2017), “The mediating role of quality on the relationship between cultural ambidexterity and innovation performance”, Total Quality Management and Business Excellence, Vol. 28 Nos 9-10, pp. 1134-1148.
• Raisch, S. and Birkinshaw, J. (2008), “Organizational ambidexterity: antecedents, outcomes, and moderators”, Journal of Management, Vol. 34 No. 3, pp. 375-409.
• Raisch, S., Birkinshaw, J., Probst, G. and Tushman, M.L. (2009), “Organizational ambidexterity: balancing exploitation and exploration for sustained performance”, Organization Science, Vol. 20 No. 4, pp. 685-695.
• Randolph, W.A. (1995), “Navigating the journey to empowerment”, Organizational Dynamics, Vol. 23 No. 4, pp. 19-32.
• Ringle, C.M., Sarstedt, M., Mitchell, R. and Gudergan, S.P. (2020), “Partial least squares structural equation modeling in HRM research”, The International Journal of Human Resource Management, Vol. 31 No. 12, pp. 1617-1643.
• Santos-Vijande, M.L. and Alvarez-Gonzalez, L.I. (2007), “Innovativeness and organizational innovation in total quality oriented firms: the moderating role of market turbulence”, Technovation, Vol. 27 No. 9, pp. 514-532.
• Schein, E.H. (1986), Organizational Culture and Leadership, Jossey-Bass, San Francisco, CA.
• Simsek, Z., Heavey, C., Veiga, J.F. and Souder, D. (2009), “A typology for aligning organizational ambidexterity’s conceptualizations, antecedents, and outcomes”, Journal of Management Studies, Vol. 46 No. 5, pp. 864-894.
• Sitkin, S.B., Sutcliffe, K.M. and Schoeder, R.G. (1994), “Distinguishing control from learning in total quality management: a contingency perspective”, The Academy of Management Review, Vol. 19 No. 3, pp. 537-564, Special Issue: Total Quality.
• Smith, W.K. and Lewis, M.W. (2011), “Toward a theory of paradox: a dynamic equilibrium model of organizing”, Academy of Management Review, Vol. 36 No. 2, pp. 381-403.
• Swart, J., Turner, N., Van Rossenberg, Y. and Kinnie, N. (2019), “Who does what in enabling ambidexterity? Individual actions and HRM practices”, The International Journal of Human Resource Management, Vol. 30 No. 4, pp. 508-535.
• Tamayo-Torres, J., Roehrich, J.K. and Lewis, M.A. (2017), “Ambidexterity, performance and environmental dynamism”, International Journal of Operations and Production Management, Vol. 37 No. 3, pp. 282-299.
• Tarba, S.Y., Jansen, J.P., Mom, J.M., Raisch, S. and Lawton, T.C. (2020), “A microfoundational perspective of organizational ambidexterity: critical review and research directions”, Long Range Planning, Vol. 53 No. 6.
• Tata, J. and Prasad, S. (1998), “Cultural and structural constraints on total quality management implementation”, Total Quality Management, Vol. 9 No. 8, pp. 703-710.
• Thompson, K.R. (1998), “Confronting the paradoxes in a total quality environment”, Organizational Dinamics, Vol. 26 No. 3, pp. 62-74.
• Turner, N., Swart, J. and Maylor, H. (2013), “Mechanisms for managing ambidexterity: a review and research agenda”, International Journal of Management Reviews, Vol. 15 No. 3, pp. 317-332.
• Wang, C. and Rafiq, M. (2014), “Ambidextrous organizational culture, contextual ambidexterity and new product innovation: a comparative study of UK and Chinese high-tech firms”, British Journal of Management, Vol. 25 No. 1, pp. 58-76.
• Wei, L.Q. and Lau, C.M. (2010), “High performance work systems and performance: the role of adaptive capability”, Human Relations, Vol. 63 No. 10, pp. 1487-1511.
• Weiss, L. and Kanbach, D. (2022), “Toward an integrated framework of corporate venturing for organizational ambidexterity as a dynamic capability”, Management Review Quarterly, Vol. 72, pp. 1129-1170.
• Wickramasinghe, D. (2012), “Effects of perceived organisational support on participation in decision making, affective commitment and job satisfaction in lean production in Sri Lanka”, Journal of Manufacturing Technology Management, Vol. 23 No. 2, pp. 157-177.
• Wilkinson, A. (1992), “The other side of quality: ‘soft’issues and the human resource dimension”, Total Quality Management, Vol. 3 No. 3, pp. 323-330.
• Yunita, T., Sasmoko, S., Bandur, A. and Alamsjah, F. (2023), “Organizational ambidexterity: the role of technological capacity and dynamic capabilities in the face of environmental dynamism”, Heliyon, Vol. 9 No. 2, e14817.
• Zhang, M.J., Zhang, Y. and Law, K.S. (2022), “Paradoxical leadership and innovation in work teams: the multilevel mediating role of ambidexterity and leader vision as a boundary condition”, Academy of Management Journal, Vol. 65 No. 5, pp. 1652-1679.
• Zhao, X., Lynch, J.H., Jr and Chen, Q. (2010), “Reconsidering Baron and Kenny: myths and truths about mediation analysis”, Journal of Consumer Research, Vol. 37 No. 2, pp. 197-206.