بررسی و تعیین کارکردهای بهره ور منابع انسانی بر اساس مدل معماری منابع انسانی
الموضوعات :علی رضایی میرقائد 1 , میرعلی سیدنقوی 2 , حامد دهقانان 3 , مقصود امیری 4
1 - دانشجوی دکترای مدیریت بازرگانی، دانشگاه علامه طباطبائی، تهران، ایران
2 - عضو هیأت علمی دانشگاه علامه طباطبائی
3 - عضو هیات علمی دانشگاه علامه طباطبایی
4 - عضو هیأت علمی دانشگاه علامه طباطبائی
الکلمات المفتاحية: معماری منابع انسانی, کارکردهای منابع انسانی, دوجانبه‌گرایی, یادگیری دوجانبه,
ملخص المقالة :
هدف این تحقیق بررسی تعیین کارکردهای مناسب منابع انسانی در مدل معماری منابع انسانی به‌منظور تحقق دوجانبه گرایی در شرکت تام است. تحقیق حاضر مبتنی بر مطالعات کمّی (پرسش نامه‌ای) است و در دو مرحله انجام شده است. پس از مطالعات نظری، در مرحله اول، پرسش نامه معماری به‌منظور تفکیک مشاغل میان مدیران و معاونین شرکت مذکور توزیع شد. پس از تفکیک مشاغل و مشخص شدن اینکه کدام مشاغل در کدام گونه معماری قرار می‌گیرد، پرسشجنامه کارکردهای منابع انسانی که بر حسب پاداش، ارزیابی عملکرد و آموزش و توسعه طراحی شده است، میان مدیران و معاونان توزیع گردید تا نوع مناسب کارکردهای منابع انسانی برای هر بخش از معماری مشخص گردد. داده‌های حاصل از مطالعات کمّی (پرسش نامه‌ای) از طریق تحلیل استنباطی و با استفاده از تی تک نمونه (تی استیودنت) آزمون شد. از نتایج این تحقیق می‌تواند به این موارد اشاره کرد که در مشاغل شغل‌محور بهتر است پاداش در راستای انتفاع از دانش، ارزیابی عملکرد در بلندمدت و مبتنی بر کار فردی و همچنین آموزش به‌صورت استاندارد و عمومی ارائه گردد تا کارکنان به سوی دوجانبه گرایی سوق یابند. برای کارکنان موجود در گونه هم‌پیمانان باید پاداش مبتنی بر اشتراک‌گذاری دانش باشد، ارزیابی عملکرد در کوتاه‌مدت و مبتنی بر کار تیمی و آموزش به‌ندرت و در راستای افزایش تعهد آن‌ها صورت گیرد تا دوجانبه گرایی در سازمان ارتقا یابد.
Redman, T., & Wilkinson, A., (1388), Advanced Human Resource Management, Translation by: M. A. S. Naghavi, & A. Khotaii, Second Edition, Tehran: Mahkameh, (In Persian).
Ranjbarian, R., (1392), Human Resource Architecture. Monthly Magazine Labor and Society, 166, 22-15, (In Persian).
Seyed Naghavi, M. A., & Pourbarkhordary, A. (1391), Implications of Human Resource Management and Organizational Citizenship Behavior in the Entrepreneurial Organization. Journal of Human Resources Police, 28, 28-7. (In Persian).
Gholipour, A. (1391), Human Resource Management (Concepts, Theories and Applications), Third Edition, Tehran: Samt, (In Persian).
Ahuja, G., & Katila, R. (2004), Where Do Resources Come From? The Role Of Idiosyncratic Situations. Strategic Management Journal, 25, 887–907.
Ahuja, G., & Lampert, C. M. (2001), Entrepreneurship In The Large Corporation: A Longitudinal Study Of How Established Firms Create Breakthrough Inventions. Strategic Management Journal, 22, 521–543.
Argyris, C., & Schon, D. (1978), Organizational Learning: A Theory Of Action Perspective, Reading, Mass: Addison Wesley.
Armstrong, M., & Taylor, S. (2014), Handbook Of Human Resource Management Practice, Kogan Page, United Kingdom.
Atuahene-Gima, K. (2005), Resolving The Capability-Rigidity Paradox In New Product Innovation. Journal of Marketing, 69 (4), 61-83.
Atuahene-Gima, K., & Murray, J. Y. (2007), Exploratory and Exploitative Learning in New Product Development: A Social Capital Perspective on New Technology Ventures In China. Journal of International Marketing, 15(2), 1–29.
Auh, S., & Menguc, B. (2005), Balancing Exploration and Exploitation: The Moderating Role of Competitive Intensity. Journal of Business Research, 58 (12), 1652–1661.
Barney, J. B. (1991), Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
Becker, B. E., & Huselid, M. A. (2006), Strategic Human Resource Management: Where Do We Go From Here?. Journal of Management, 32(6), 898–925.
Becker, B. E., Huselid, M. A., & Ulrich, D. (2001), The Hr Score Card: Linking People, Strategy, And Performance, Boston, Ma, Harvard Business School Press.
Birkinshaw, J., & Gupta, K. (2013), Clarifying The Distinctive Contribution Of Ambidexterity To The Field Of Organization Studies. Acad. Manag. Perspect, 27(4), 287–298.
Edvardsson, I. R. (2003), Knowledge Management And Creative Hrm, Department Of Human Resource Management, University Of Strathclyde.
Eisenhardt, K. M., & Martin, J. A., (2000), Dynamic Capabilities: What Are They?. Strategic Management Journal, 21(10), 1105–1121.
Cao, Q., Gedajlovic, E., Zhang, H. (2009), Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects. Organization Science, 20(4), 781-796.
Chandrasekaran, A., Linderman, K., Schroeder, R. (2012), Antecedents To Ambidexterity Competency In High Technology Organizations. J. Oper. Manag, 30(1), 134–151.
Cohen, W. M., & Levinthal, D. A. (1990), Absorptive Capacity: A New Perspective On Learning And Innovation. Administrative Science Quarterly, 35, 128–152.
Gibson, C. B. & Birkinshaw, J. (2004), The Antecedents, Consequences And Mediating Role Of Organizational Ambidexterity. Academy Of Management Journal, 47(2), 209–226.
Hansen, M. T., Nohria, N., & Tierney, T. (1999), What’s Your Strategy For Managing Knowlegde?. Harvard Business Review, 77, 106-116.
He, Z. L., & Wong, P. K. (2004), Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science, 15(4), 481–494.
Hird, M., Sparrow, P., & Marsh, C. (2010), Hr Structures: Are They Working, Basingstoke, Palgrave Macmillan.
Hung, S. Y., Durcikova, A., Lai, H. M., & Lin, W. M. (2011), The influence of intrinsic and extrinsic motivation on individuals’ knowledge sharing behavior. International Journal of Human-Computer Studies, 69(6), 415–427.
Jansen, J. J. P., Tempelaar, M. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2009), Structural Differentiation And Ambidexterity: The Mediating Role Of Integration Mechanisms. Organization Science, 20(4), 797-811.
Junni, P., Sarala, R. M., Taras, V., Tarba, S. Y. (2013), Organizational Ambidexterity And Performance: A Meta-Analysis. Acad. Manag. Perspect, 27(4), 299–312.
Kang, S., & Snell, S. A. (2009), Intellectual capital architectures and ambidextrous learning: A framework for human resource management. Journal of Management Studies, 46, 65- 92.
Kim, D. H. (1993), The Link Between Individual And Organizational Learning. Sloan Management Review, 35(1) 37-50.
Lepak, D. P., & Snell, S. A. (1999), the Human Resource Architecture: Toward A Theory of Human Capital Allocation and Development. Academy Of Management Review, 24, 31-48.
Lepak, D. P., & Snell, S. A. (2000), Managing The Architecture Of Intellectual Capital: Implication For Human Resource Management, Stanford, Ca And London: Jai Press.
Lepak, D. P., & Snell, S. A. (2002), Examining the human resource architecture: The relationship among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543.
Levinthal, D. A., March, J. G. (1993), The Myopia Of Learning. Strategic Management Journal, 14, 95–112.
Lewin, A. Y., & Volberda, H. W. (1999), Prolegomena On Coevolution: A Framework For Research On Strategy And New Organizational Forms. Organization Science, 10, 519–534.
Li, H., & Atuahene-Gima, K. (2001), Product Innovation Strategy and Performance of New Technology Ventures In China. Academy Of Management Journal, 44 (6), 1123–1134.
Li, Y., Vanhaverbeke, W., & Schoenmakers, W. (2008), Exploration and Exploitation In Innovation: Reframing The Interpretation. Creativity and Innovation Management, 17(2), 107-126.
Li, Y., Wei, Z., Zhao, J., Zhang, C. & Liu, Y. (2013), Ambidextrous Organizational Learning, Environmental Munificence and New Product Performance: Moderating Effect of Managerial Ties In China. Int. J. Production Economics, 146, 95–105.
Lyytinen, K., Rose, G., & Yoo, Y. (2010), Learning Routines and Disruptive Technological Change: Hyper-Learning in Seven Software Development Organizations During Internet Adoption. Information Technology and People, 23(2), 165-192.
March, J. G. (1991), Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71–87.
Masini, A., Zollo, M., & Van Wassenhove, L. (2004), Understanding Exploration And Exploitation In Changing Operating Routines: The Influence Of Industry And Organizational Traits. London Business School Working Paper.
Miller, K. D., Zhao, M., Calantone, R. J. (2006), Adding Interpersonal Learning And Tacit Knowledge To March’s Exploration–Exploitation Model. Academy Of Management Journal, 49(4), 709–722
Mirkamali, S. M., Narenji Thani, F., & Alami, F. (2011), Examining The Role Of Transformational Leadership And Job Satisfaction In The Organizational Learning Of An Automotive Manufacturing Company. Procedia-Social And Behavioral Sciences, 29, 139- 148.
Mohanty, R. P., & Deshmukh, S. G. (1998), Advanced Manufacturing Technology Selection: A Strategic Model For Learning And Evaluation. International Journal of Production Economics, 55(3), 295-307.
Morgan, R. E., Berthon, P. (2008), Market Orientation, Generative Learning, Innovation Strategy and Business Performance Inter-Relationships in Bioscience Firms. J. Manag. Stud, 4 (8), 1329-1353.
North, K,, & Kumta, G. (2014), Knowledge Management Value Creation Through Organizational Learning. Springer.
O’reilly, C. A., & Tushman, M. L. (2008), Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma. Research In Organizational Behavior, 28, 185-206.
O'reilly, C. A., & Tushman, M. L. (2011), Organizational Ambidexterity In Action: How Managers Explore And Exploit. Calif. Manag. Rev, 53(4), 5–22.
O'reilly, C. A., & Tushman, M. L. (2013), Organizational Ambidexterity: Past, Present, and Future. Acad Manag Perspect, 27 (4), 324–338.
Pellegrinelli, S., Murray-Webster, R., & Turner, N. (2014), Facilitating Organizational Ambidexterity Through The Complementary Use Of Projects And Programs. International Journal of Project Management, 33(1), 153-164.
Popadiuk, S., & Choo, C. W. (2006), Innovation And Knowledge Creation: How Are These Concepts Related?. International Journal of Information Management, 26, 302–312.
Raisch, S., & Birkinshaw, J. (2008), Organizational Ambidexterity: Antecedents, Outcomes, and Moderators. J. Manag, 34(3), 375–409.
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009), Organizational Ambidexterity: Balancing Exploitation and Exploration For Sustained Performance. Organization Science, 20(4), 685–695.
Rowley, T., Behrens, D., & Krackhardt, D. (2000), Redundant Governance Structures: An Analysis of Structural And Relational Embeddedness In The Steel And Semiconductor Industries. Strategic Management Journal, 21(3), 369–386.
Saarenketo, S., Puumalainen, K., Kuivalainen, O., & Kyl¨Aheiko, K. (2004), Dynamic Knowledge-Related Learning Processes In Internationalizing High-Tech Smes. International Journal Of Production Economics, 89(3), 363–378.
Sarkees, M., & Hulland, J. (2009), Innovation And Efficiency: It Is Possible To Have It All”, Bus. Horiz, 52(1), 45–55.
Simsek, Z. (2009), Organizational Ambidexterity: Towards A Multilevel Understanding”, J. Manag. Stud, 46 (4), 597–624.
Slater, S., & Narver, J. (1995), Market Orientation And The Learning Organization. Journal Of Marketing, 59: 63–74.
Staniewski, M. (2003), Polis Hr Artitecture. Academy Of Entrepreneurship And Management, Poland.
Swart, J., & Kinnie, N. (2010), Organizational learning, knowledge assets and HR practice in professional service firms. Human Resource Management Journal, 20, 64-79.
Teece, D. J. (2007), Explicating Dynamic Capabilities: The Nature and Microfoundations of Sustainable Enterprise Performance. Strategic Management Journal, 28(13), 1319–1350.
Turner, N., & Lee-Kelley, L. (2013), Unpacking The Theory On Ambidexterity: An Illustrative Case On The Managerial Architectures, Mechanisms And Dynamics. Manag. Learn, 44(2), 179–196.
Terwiesch, C., & Bohn, R. E., (2001), Learning and Process Improvement during Production Ramp-Up. International Journal Of Production Economics, 70(1), 1–19.
Tushman, M. L., & O’reilly, C. A. (1996), Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change. California Management Review, 38, 8–30.
Tushman, M. L., Smith, W., Wood, R., Westerman, G., & O’reilly, C. (2004), Innovation Streams And Ambidextrous Organizational Designs: On Building Dynamic Capabilities. Social Science Research Network (Ssrn), Working Paper.
Vargas, M. I. R. (2015), Determinant Factors For Small Business To Achieve Innovation, High Performance And Competitiveness: Organizational Learning And Leadership Style. Social And Behavioral Sciences. 169, 43-52.
Yalcinkaya, G. R., Calantone, R. J., Griffith, D. A. (2007), An Examination Of Exploration And Exploitation Capabilities: Implications For Product Innovation And Market Performance. Journal of International Marketing, 15(4), 63–93.
Yang, S. M., Fang, S. C., Fang, S. R., Chou, C. H. (2014), Knowledge Exchange And Knowledge Protection In Interorganizational Learning: The Ambidexterity Perspective. Industrial Marketing Management, 43, 346–358.
_||_Redman, T., & Wilkinson, A., (1388), Advanced Human Resource Management, Translation by: M. A. S. Naghavi, & A. Khotaii, Second Edition, Tehran: Mahkameh, (In Persian).
Ranjbarian, R., (1392), Human Resource Architecture. Monthly Magazine Labor and Society, 166, 22-15, (In Persian).
Seyed Naghavi, M. A., & Pourbarkhordary, A. (1391), Implications of Human Resource Management and Organizational Citizenship Behavior in the Entrepreneurial Organization. Journal of Human Resources Police, 28, 28-7. (In Persian).
Gholipour, A. (1391), Human Resource Management (Concepts, Theories and Applications), Third Edition, Tehran: Samt, (In Persian).
Ahuja, G., & Katila, R. (2004), Where Do Resources Come From? The Role Of Idiosyncratic Situations. Strategic Management Journal, 25, 887–907.
Ahuja, G., & Lampert, C. M. (2001), Entrepreneurship In The Large Corporation: A Longitudinal Study Of How Established Firms Create Breakthrough Inventions. Strategic Management Journal, 22, 521–543.
Argyris, C., & Schon, D. (1978), Organizational Learning: A Theory Of Action Perspective, Reading, Mass: Addison Wesley.
Armstrong, M., & Taylor, S. (2014), Handbook Of Human Resource Management Practice, Kogan Page, United Kingdom.
Atuahene-Gima, K. (2005), Resolving The Capability-Rigidity Paradox In New Product Innovation. Journal of Marketing, 69 (4), 61-83.
Atuahene-Gima, K., & Murray, J. Y. (2007), Exploratory and Exploitative Learning in New Product Development: A Social Capital Perspective on New Technology Ventures In China. Journal of International Marketing, 15(2), 1–29.
Auh, S., & Menguc, B. (2005), Balancing Exploration and Exploitation: The Moderating Role of Competitive Intensity. Journal of Business Research, 58 (12), 1652–1661.
Barney, J. B. (1991), Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
Becker, B. E., & Huselid, M. A. (2006), Strategic Human Resource Management: Where Do We Go From Here?. Journal of Management, 32(6), 898–925.
Becker, B. E., Huselid, M. A., & Ulrich, D. (2001), The Hr Score Card: Linking People, Strategy, And Performance, Boston, Ma, Harvard Business School Press.
Birkinshaw, J., & Gupta, K. (2013), Clarifying The Distinctive Contribution Of Ambidexterity To The Field Of Organization Studies. Acad. Manag. Perspect, 27(4), 287–298.
Edvardsson, I. R. (2003), Knowledge Management And Creative Hrm, Department Of Human Resource Management, University Of Strathclyde.
Eisenhardt, K. M., & Martin, J. A., (2000), Dynamic Capabilities: What Are They?. Strategic Management Journal, 21(10), 1105–1121.
Cao, Q., Gedajlovic, E., Zhang, H. (2009), Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects. Organization Science, 20(4), 781-796.
Chandrasekaran, A., Linderman, K., Schroeder, R. (2012), Antecedents To Ambidexterity Competency In High Technology Organizations. J. Oper. Manag, 30(1), 134–151.
Cohen, W. M., & Levinthal, D. A. (1990), Absorptive Capacity: A New Perspective On Learning And Innovation. Administrative Science Quarterly, 35, 128–152.
Gibson, C. B. & Birkinshaw, J. (2004), The Antecedents, Consequences And Mediating Role Of Organizational Ambidexterity. Academy Of Management Journal, 47(2), 209–226.
Hansen, M. T., Nohria, N., & Tierney, T. (1999), What’s Your Strategy For Managing Knowlegde?. Harvard Business Review, 77, 106-116.
He, Z. L., & Wong, P. K. (2004), Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science, 15(4), 481–494.
Hird, M., Sparrow, P., & Marsh, C. (2010), Hr Structures: Are They Working, Basingstoke, Palgrave Macmillan.
Hung, S. Y., Durcikova, A., Lai, H. M., & Lin, W. M. (2011), The influence of intrinsic and extrinsic motivation on individuals’ knowledge sharing behavior. International Journal of Human-Computer Studies, 69(6), 415–427.
Jansen, J. J. P., Tempelaar, M. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2009), Structural Differentiation And Ambidexterity: The Mediating Role Of Integration Mechanisms. Organization Science, 20(4), 797-811.
Junni, P., Sarala, R. M., Taras, V., Tarba, S. Y. (2013), Organizational Ambidexterity And Performance: A Meta-Analysis. Acad. Manag. Perspect, 27(4), 299–312.
Kang, S., & Snell, S. A. (2009), Intellectual capital architectures and ambidextrous learning: A framework for human resource management. Journal of Management Studies, 46, 65- 92.
Kim, D. H. (1993), The Link Between Individual And Organizational Learning. Sloan Management Review, 35(1) 37-50.
Lepak, D. P., & Snell, S. A. (1999), the Human Resource Architecture: Toward A Theory of Human Capital Allocation and Development. Academy Of Management Review, 24, 31-48.
Lepak, D. P., & Snell, S. A. (2000), Managing The Architecture Of Intellectual Capital: Implication For Human Resource Management, Stanford, Ca And London: Jai Press.
Lepak, D. P., & Snell, S. A. (2002), Examining the human resource architecture: The relationship among human capital, employment, and human resource configurations. Journal of Management, 28(4), 517-543.
Levinthal, D. A., March, J. G. (1993), The Myopia Of Learning. Strategic Management Journal, 14, 95–112.
Lewin, A. Y., & Volberda, H. W. (1999), Prolegomena On Coevolution: A Framework For Research On Strategy And New Organizational Forms. Organization Science, 10, 519–534.
Li, H., & Atuahene-Gima, K. (2001), Product Innovation Strategy and Performance of New Technology Ventures In China. Academy Of Management Journal, 44 (6), 1123–1134.
Li, Y., Vanhaverbeke, W., & Schoenmakers, W. (2008), Exploration and Exploitation In Innovation: Reframing The Interpretation. Creativity and Innovation Management, 17(2), 107-126.
Li, Y., Wei, Z., Zhao, J., Zhang, C. & Liu, Y. (2013), Ambidextrous Organizational Learning, Environmental Munificence and New Product Performance: Moderating Effect of Managerial Ties In China. Int. J. Production Economics, 146, 95–105.
Lyytinen, K., Rose, G., & Yoo, Y. (2010), Learning Routines and Disruptive Technological Change: Hyper-Learning in Seven Software Development Organizations During Internet Adoption. Information Technology and People, 23(2), 165-192.
March, J. G. (1991), Exploration and Exploitation in Organizational Learning. Organization Science, 2(1), 71–87.
Masini, A., Zollo, M., & Van Wassenhove, L. (2004), Understanding Exploration And Exploitation In Changing Operating Routines: The Influence Of Industry And Organizational Traits. London Business School Working Paper.
Miller, K. D., Zhao, M., Calantone, R. J. (2006), Adding Interpersonal Learning And Tacit Knowledge To March’s Exploration–Exploitation Model. Academy Of Management Journal, 49(4), 709–722
Mirkamali, S. M., Narenji Thani, F., & Alami, F. (2011), Examining The Role Of Transformational Leadership And Job Satisfaction In The Organizational Learning Of An Automotive Manufacturing Company. Procedia-Social And Behavioral Sciences, 29, 139- 148.
Mohanty, R. P., & Deshmukh, S. G. (1998), Advanced Manufacturing Technology Selection: A Strategic Model For Learning And Evaluation. International Journal of Production Economics, 55(3), 295-307.
Morgan, R. E., Berthon, P. (2008), Market Orientation, Generative Learning, Innovation Strategy and Business Performance Inter-Relationships in Bioscience Firms. J. Manag. Stud, 4 (8), 1329-1353.
North, K,, & Kumta, G. (2014), Knowledge Management Value Creation Through Organizational Learning. Springer.
O’reilly, C. A., & Tushman, M. L. (2008), Ambidexterity as a Dynamic Capability: Resolving the Innovator’s Dilemma. Research In Organizational Behavior, 28, 185-206.
O'reilly, C. A., & Tushman, M. L. (2011), Organizational Ambidexterity In Action: How Managers Explore And Exploit. Calif. Manag. Rev, 53(4), 5–22.
O'reilly, C. A., & Tushman, M. L. (2013), Organizational Ambidexterity: Past, Present, and Future. Acad Manag Perspect, 27 (4), 324–338.
Pellegrinelli, S., Murray-Webster, R., & Turner, N. (2014), Facilitating Organizational Ambidexterity Through The Complementary Use Of Projects And Programs. International Journal of Project Management, 33(1), 153-164.
Popadiuk, S., & Choo, C. W. (2006), Innovation And Knowledge Creation: How Are These Concepts Related?. International Journal of Information Management, 26, 302–312.
Raisch, S., & Birkinshaw, J. (2008), Organizational Ambidexterity: Antecedents, Outcomes, and Moderators. J. Manag, 34(3), 375–409.
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009), Organizational Ambidexterity: Balancing Exploitation and Exploration For Sustained Performance. Organization Science, 20(4), 685–695.
Rowley, T., Behrens, D., & Krackhardt, D. (2000), Redundant Governance Structures: An Analysis of Structural And Relational Embeddedness In The Steel And Semiconductor Industries. Strategic Management Journal, 21(3), 369–386.
Saarenketo, S., Puumalainen, K., Kuivalainen, O., & Kyl¨Aheiko, K. (2004), Dynamic Knowledge-Related Learning Processes In Internationalizing High-Tech Smes. International Journal Of Production Economics, 89(3), 363–378.
Sarkees, M., & Hulland, J. (2009), Innovation And Efficiency: It Is Possible To Have It All”, Bus. Horiz, 52(1), 45–55.
Simsek, Z. (2009), Organizational Ambidexterity: Towards A Multilevel Understanding”, J. Manag. Stud, 46 (4), 597–624.
Slater, S., & Narver, J. (1995), Market Orientation And The Learning Organization. Journal Of Marketing, 59: 63–74.
Staniewski, M. (2003), Polis Hr Artitecture. Academy Of Entrepreneurship And Management, Poland.
Swart, J., & Kinnie, N. (2010), Organizational learning, knowledge assets and HR practice in professional service firms. Human Resource Management Journal, 20, 64-79.
Teece, D. J. (2007), Explicating Dynamic Capabilities: The Nature and Microfoundations of Sustainable Enterprise Performance. Strategic Management Journal, 28(13), 1319–1350.
Turner, N., & Lee-Kelley, L. (2013), Unpacking The Theory On Ambidexterity: An Illustrative Case On The Managerial Architectures, Mechanisms And Dynamics. Manag. Learn, 44(2), 179–196.
Terwiesch, C., & Bohn, R. E., (2001), Learning and Process Improvement during Production Ramp-Up. International Journal Of Production Economics, 70(1), 1–19.
Tushman, M. L., & O’reilly, C. A. (1996), Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change. California Management Review, 38, 8–30.
Tushman, M. L., Smith, W., Wood, R., Westerman, G., & O’reilly, C. (2004), Innovation Streams And Ambidextrous Organizational Designs: On Building Dynamic Capabilities. Social Science Research Network (Ssrn), Working Paper.
Vargas, M. I. R. (2015), Determinant Factors For Small Business To Achieve Innovation, High Performance And Competitiveness: Organizational Learning And Leadership Style. Social And Behavioral Sciences. 169, 43-52.
Yalcinkaya, G. R., Calantone, R. J., Griffith, D. A. (2007), An Examination Of Exploration And Exploitation Capabilities: Implications For Product Innovation And Market Performance. Journal of International Marketing, 15(4), 63–93.
Yang, S. M., Fang, S. C., Fang, S. R., Chou, C. H. (2014), Knowledge Exchange And Knowledge Protection In Interorganizational Learning: The Ambidexterity Perspective. Industrial Marketing Management, 43, 346–358.
