The catalytic effect of organizational learning on ambidexterity for firm performance

What is it about?

This study explores how companies can improve their performance by balancing two important activities: exploring new opportunities and making the most of what they already do well. This balance is known as "organizational ambidexterity." The research focuses on Jordanian clearance companies, which help goods move through customs, and looks at how these companies can perform better by fostering a culture of learning and adaptation. The study found that when companies effectively balance exploration and exploitation, they perform better. This is especially true when they encourage continuous learning among their employees. Learning helps employees adapt to changes and improve their skills, which in turn boosts the overall performance of the company. To gather data, the researchers surveyed 230 employees from these companies. They discovered that organizational ambidexterity explains a significant portion of how much learning happens within a company. In turn, this learning accounts for a large part of the company's performance. In simple terms, when companies focus on both trying new things and improving existing processes, and when they support learning, they tend to do better. The study highlights the importance of creating a supportive environment where employees feel encouraged to learn and innovate. This approach not only helps individual employees grow but also enhances the company's ability to succeed in a competitive market. While the study provides valuable insights, it also notes some limitations. It focuses on a single industry and relies on self-reported data, which means the findings might not apply to all types of businesses. Future research could explore these ideas in different industries and settings to see if the results hold true elsewhere. Overall, the study offers practical advice for managers and HR professionals looking to boost performance through strategic learning and innovation.

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Photo by CHUTTERSNAP on Unsplash

Photo by CHUTTERSNAP on Unsplash

Why is it important?

This study is important because it addresses a significant gap in understanding how organizational ambidexterity (OA) impacts performance, particularly in the context of Jordanian clearance companies. The research is unique because it incorporates organizational learning (OL) as a mediating factor, enhancing OA's effects on performance. This is crucial in a service-oriented industry like customs clearance, where employee performance is key to gaining a competitive advantage. The study is timely because it explores the dynamics of an understudied sector that plays a critical role in global logistics. By focusing on Jordan, a country with a strategic geographic position and growing infrastructure, the research provides insights that could guide strategic decision-making and help stakeholders maximize the untapped potential of Jordan's logistics market. This is particularly relevant as businesses worldwide seek to optimize their supply chains and improve efficiency. Moreover, the study contributes to the broader management and HRD literature by offering an integrative perspective on how ambidexterity and learning interact to shape workplace outcomes. This perspective is valuable for HRD professionals and managers who need to diagnose core competencies and design interventions that balance refinement and innovation. By highlighting the importance of creating a supportive learning environment, the study offers practical advice for enhancing both individual and organizational performance. This could incentivize employers to prioritize ambidexterity and learning, ultimately leading to improved productivity and employee commitment. Overall, the research provides a foundation for further exploration across different sectors, making it a valuable resource for academics and practitioners alike.

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