The impact of dynamic capabilities, manufacturing flexibility, organizational ambidexterity on firm performance : a theoretical model and an empirical study

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The impact of dynamic capabilities, manufacturing flexibility, organizational ambidexterity on firm performance : a theoretical model and an empirical study

 

Author: Tao, Shiu Chung Spencer
Title: The impact of dynamic capabilities, manufacturing flexibility, organizational ambidexterity on firm performance : a theoretical model and an empirical study
Degree: D.B.A.
Year: 2013
Subject: Strategic planning.
Organizational change.
Organizational effectiveness.
Hong Kong Polytechnic University -- Dissertations
Department: Faculty of Business
Pages: ix, 140 leaves : illustrations ; 30 cm
Language: English
InnoPac Record: http://library.polyu.edu.hk/record=b2825644
URI: http://theses.lib.polyu.edu.hk/handle/200/7976
Abstract: This research is intended to study the impact of organizational abilities, namely, dynamic capabilities, manufacturing flexibility, and organizational ambidexterity on firm performance under uncertain environments. A novel research model inter-relating these constructs is proposed. Data collected through a survey of senior executives from manufacturing firms in a Hong Kong based industry federation are used to test the model using a Partial Least Square (PLS) analysis methodology. Using the PLS method to test the research model, the results show that dynamic capabilities do not have a direct effect on firm performance, whereas manufacturing flexibility and organizational ambidexterity display significant direct effects in the context of manufacturing firms. Besides, it is found that dynamic capabilities have direct effects on manufacturing flexibility and organizational ambidexterity and are fully mediated by both organizational abilities on firm performance. In testing the moderating effect, it is revealed that environmental uncertainty has a significant positive moderating effect between manufacturing flexibility and firm performance, but a negative effect between organizational ambidexterity and firm performance. However, environmental uncertainty has no moderating effect between dynamic capabilities and firm performance. The findings not only show the relative impact of dynamic capabilities, manufacturing flexibility and organizational ambidexterity on firm performance, but also the way manufacturing firms consider their strategic choices to cope with environmental uncertainty. Based upon this research finding of their inter-relationships, the top management of manufacturing firms needs to allocate their resources with caution in prioritizing their strategic choices in response to an uncertain environment.

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