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The Mediating Role of Organizational Ambidexterity in the Relationship between Business Intelligence Systems and the Learning Organization Exploratory study at the Ramadi's Hospitals
16 references·0 citing·37 second hop
The Mediating Role of Organizational Ambidexterity in the Relationship between Business Intelligence Systems and the Learning Organization Exploratory study at the Ramadi's Hospitals (2020)The Mediating Role of Organizational Ambi…Finding the microfoundations of organizational ambidexterity - Demystifying the role of top management behavioural integration (2019)Finding the microfoundations …Ambidexterity and organizational learning: revisiting and reconnecting the literatures (2019)Ambidexterity and organizatio…Organizational Ambidexterity: Past, Present, and Future (2013)Organizational Ambidexterity:…Organizational Ambidexterity in Action: How Managers Explore and Exploit (2011)Organizational Ambidexterity …Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms (2009)Structural Differentiation an…Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance (2009)Organizational Ambidexterity:…Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration (2006)Ambidexterity and Performance…The construct of the learning organization: Dimensions, measurement, and validation (2004)The construct of the learning…Building Ambidexterity Into an Organization (2004)Building Ambidexterity Into a…The fifth discipline-the art and practice of the learning organisation (2002)The fifth discipline-the art …Building the learning organization : mastering the 5 elements for corporate learning (2002)Building the learning organiz…Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System (1999)Flexibility Versus Efficiency…Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change (1996)Ambidextrous Organizations: M…The fifth discipline fieldbook: Strategies and tools for building a learning organization (1995)The fifth discipline fieldboo…Exploration and Exploitation in Organizational Learning (1991)Exploration and Exploitation …Organization Theory and Design (1983)Organization Theory and DesignAbsorptive Capacity: A New Perspective on Learning and Innovation (1990)Firm Resources and Sustained Competitive Advantage (1991)Dynamic capabilities and strategic management (1997)Institutional Complexity and Organizational Responses (2011)The Theory of Economic Development (2003)Advancing Research on Hybrid Organizing – Insights from the Study of Social Enterprises (2014)Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging (2015)The dynamic componential model of creativity and innovation in organizations: Making progress, making meaning (2016)Technological Discontinuities and Organizational Environments (1986)ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST. (1994)Accelerating Adaptive Processes: Product Innovation in the Global Computer Industry (1995)THE ANTECEDENTS, CONSEQUENCES, AND MEDIATING ROLE OF ORGANIZATIONAL AMBIDEXTERITY. (2004)Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research (2011)TOWARD A THEORY OF PARADOX: A DYNAMIC EQUILIBRIUM MODEL OF ORGANIZING. (2011)An Evolutionary Theory of Economic Change. (1983)An Integrative Model Of Organizational Trust (1995)Dynamic capabilities: what are they? (2000)Exploitation, Exploration, and Process Management: The Productivity Dilemma Revisited (2003)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Exploration and Exploitation Within and Across Organizations (2010)Organizational Learning: From Experience to Knowledge (2011)Cutoff criteria for fit indexes in covariance structure analysis: Conventional criteria versus new alternatives (1999)Common method biases in behavioral research: A critical review of the literature and recommended remedies. (2003)Upper Echelons Theory: An Update (2007)Organizational Ambidexterity: Antecedents, Outcomes, and Moderators (2008)A BEHAVIORAL MODEL OF RATIONAL CHOICE (1955)Prospect theory: An analysis of decision under risk (1988)Toward a knowledge‐based theory of the firm (1996)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)Leadership for Social Justice and Equity: Weaving a Transformative Framework and Pedagogy (2004)Developing a capacity for organizational resilience through strategic human resource management (2010)From Practice Fields to Communities of Practice (2014)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Firm resources and sustained competitive advantage (2004)Intellectual capital: an exploratory study that develops measures and models (1998)How leaders influence employees' innovative behaviour (2007)Promoting inclusion and equity in education: lessons from international experiences (2020)
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References

  • 1991Exploration and Exploitation in Organizational Learning22,018 cited
  • 1996Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change5,009 cited
  • 1983Organization Theory and Design3,862 cited
  • 2013Organizational Ambidexterity: Past, Present, and Future2,706 cited
  • 2002The fifth discipline-the art and practice of the learning organisation2,268 cited
  • 2009Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance2,234 cited
  • 2006Ambidexterity and Performance in Small-to Medium-Sized Firms: The Pivotal Role of Top Management Team Behavioral Integration2,138 cited
  • 1995The fifth discipline fieldbook: Strategies and tools for building a learning organization2,109 cited
  • 1999Flexibility Versus Efficiency? A Case Study of Model Changeovers in the Toyota Production System1,560 cited
  • 2009Structural Differentiation and Ambidexterity: The Mediating Role of Integration Mechanisms1,031 cited
  • 2004Building Ambidexterity Into an Organization800 cited
  • 2004The construct of the learning organization: Dimensions, measurement, and validation784 cited
  • 2011Organizational Ambidexterity in Action: How Managers Explore and Exploit687 cited
  • 2019Ambidexterity and organizational learning: revisiting and reconnecting the literatures

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134 cited
  • 2002Building the learning organization : mastering the 5 elements for corporate learning132 cited
  • 2019Finding the microfoundations of organizational ambidexterity - Demystifying the role of top management behavioural integration119 cited
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