بررسی تأثیر دوجانبه گرایی فردی بر عملکرد کارکنان حوزه بهداشت و درمان- موردمطالعه: دانشگاه علوم پزشکی شهرکرد
محورهای موضوعی : مدیریت(منابع انسانی)سمیه لله گانی 1 , علیرضا کوشکی جهرمی 2 , میرعلی سیدنقوی 3
1 - دانشجوی دکتری گروه مدیریت منابع انسانی، دانشگاه شیراز، شیراز، ایران
2 - استادیار گروه مدیریت دولتی، دانشگاه علامه طباطبائی، تهران، ایران
3 - دانشیار گروه مدیریت دولتی، دانشگاه علامه طباطبائی، تهران، ایران
کلید واژه: اثربخشی, عملکرد, کارایی, دوجانبه گرایی سازمانی, دوجانبه گرایی فردی,
چکیده مقاله :
در این پژوهش تأثیر دوجانبه گرایی فردی بر عملکرد سطح بالای کارکنان کادر درمان دانشگاه علوم پزشکی مورد بررسی قرار گرفت. منظور از عملکرد سطح بالای کارکنان شامل سه بعد اصلی عملکرد تیمی، کارایی و اثربخشی دپارتمان است. ابعاد پنهان دوجانبه گرایی شامل اکتشاف و انتفاع است. مطالعات گذشته در حوزه دوجانبه گرایی بیشتر در سطوح سازمانی انجام شده است، اما در پژوهش حاضر سعی بر مطالعه تأثیر دوجانبه گرایی در سطح افراد دارد. در این پژوهش ما به‌طورکلی به بررسی ارتباط بین دوجانبه گرایی فردی و عملکرد کارکنان پرداختیم. و درصدد پاسخ به این سؤال برآمدیم که آیا دوجانبه گرایی فردی روی عملکرد، کارایی و اثربخشی واحدهای سازمانی تأثیر می‌گذارد. برای پاسخ به سؤالات تحقیق با ارسال و جمع‌آوری 260 پرسشنامه الکترونیکی بین کادر درمان دانشگاه علوم پزشکی و با استفاده از روش آماری معادلات ساختاری بر مبنای روش حداقل مربعات جزئی فرضیات پژوهش مورد آزمایش و تجزیه‌وتحلیل قرار گرفت و درنهایت مشخص شد دوجانبه گرایی فردی تأثیر مثبتی بر عملکرد کارکنان دارد و همچنین رابطه معنی‌داری بین دوجانبه گرایی فردی و کارایی و اثربخشی دپارتمان وجود دارد.
In this research, the effect of individual ambidexterity on high level performance of the medical staff of Sahrekord University of Medical Sciences was investigated. High level performance of employees includes three main dimensions of team performance, efficiency and effectiveness of the department. The hidden dimensions of ambidexterity include exploration and exploitation. Past studies in the field of ambidexterity have mostly been conducted at organizational levels, but in the present study, there was an attempt to study the impact of ambidexterity at the level of individuals. In this research, we generally investigated the relationship between individual ambidexterity and employee performance, seeking to answer whether individual ambidexterity influences the performance, efficiency and effectiveness of organizational units. In order to answer the research questions, 260 questionnaires were sent to the medical staff of Shahrekord University of Medical Sciences. The data were gathered and analyzed using statistical methods and structural equation modeling based on the least squares method. It was found that individual ambidexterity had a positive influence on employee performance and that there was a significant relationship between individual ambidexterity and the efficiency and effectiveness of the department
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Alexander, L,. & Knippenberg, D. van.(2014).Teams in pursuit of radical innovation: A goal orientation perspective. Academy of Management Review, 39(4), 423-438
Banery, J,. & Felin, T.(2013). What Are Microfoundations.?The Academy of Management Perspectives.27(2),138-155
Benedikt Schnellbächer, Sven Heidenreich, Andreas Wald. (2019). Antecedents And Effects Of Individual Ambidexterity – A Cross-Level Investigation. European Management Journal, 37(4), 442-454.
Bond-Barnard, T. J., Steyn, H,.& Fabris-Rotelli, I.(2013). The impact of a call centre on communication in a programme and its projects. International Journal of Project. International Journal of Project Management, 31(7),1006-1016
Bonesso, S., Gerli, F,.& Scapolan, A.(2014). The individual side of ambidexterity: Do individuals perceptions match actual behaviors in reconciling the exploration and exploitation trade-off? European Management Journal, 32 (3),392-405.
Duncan, R. B.(1976). The Ambidextrous Organization: Designing Dual Structures for Innovation.The Management of Organization,(1),167-188.
Feldman, M.(2000). Organizational routines as a source of continuous change.Organization Science,10(6),611-629.
Gibson, C &,. Birkinshaw, J.(2004).The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity.Academy of Management Journal, 47(2),209-226.
Gilbert, C.(2005). Unbundling the Structure of Inertia: Resource versus Routine Rigidity. The Academy of Management Journal, 48.(5),741-763.
Gilson, L. L,.& Shalley, C. E.(2004). A Little Creativity Goes a Long Way: An Examination of Teams Engagement in Creative Processes.Journal of Management, 30.(4),453-470.
Good, D &,. Michel, E.(2013). Individual Ambidexterity: Exploring and Exploiting in Dynamic Contexts.The Journal of Psychology: Interdisciplinary and Applied 147 (5),435-453.
Gupta, A. K., Smith, K. G.,&Shalley, C. E.(2006). The Interplay Between Exploration and Exploitation.Academy of Management Journal, 49 (4),693-706.
Gurtner, S &,. Reinhardt, R.(2016). Ambidextrous Idea Generation Antecedents and Outcomes. Journal of Product Innovation Management, 33,34-54.
He, Z.-L&,. Wong, P.-K.(2004). Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis.Organization Science 15(4),481-494.
Higgins, E. T., Kruglanski, A. W., & Pierro, A.(2003). Regulatory Mode: Locomotion and Assessment as Distinct Orientation. In M. P. Zanna (Ed.), Advances in Experimental Social Psychology, New York: Academic Press, 35, 293-344.
Hitt, M. A., Hoskisson, R. E., & Kim, H.(1997). International diversification: Effects on innovation and firm performance in product-diversified firms.The Academy of Management Journal, 40(4),767-798.
Jasmand, C., Blazevic, V&,.Ruyter, K. d.(2012). Generating Sales While Providing Service: A Study of Customer Service Representative's Ambidextrous Behavior. Journal of Marketing 76 (1),20-37.
Levinthal, D. A&,. March, J. G.(1993). The myopia of learning. Strategic management journal, 14(S2),95-112.
Lin, C., Tan, B,. & Chang, S.(2008). An exploratory model of knowledge flow barriers within healthcare organizations. Information & Management, 45(5),331-339.
Lubatkin, M. H., Simsek, Z., Ling, Y &,.Veiga, J. F.(2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration.Journal of management 32(5)646-672.
March, J. G.(1991). Exploration and Exploitation in Organizational Learning. Organization Science.2(1),71-87.
Marrone, J. A.(2010). Team Boundary Spanning: A Multilevel Review of Past Research and Proposals for the Future.Journal of Management 36 (4)911-940.
McCloy RA, Campbell JP, Cudeck R.(1994). A confirmatory test of a model of performance determinates. Journal of Applied Pscychology, 79,493-505.
Miron, E., Erez, M&,.Naveh, E.(2004). Do Personal Characteristics and Cultural Values that Promote Innovation, Quality, and Efficiency Compete or Complement Each Other?. Journal of Organizational Behavior, 25(2),175-199.
Mirsepasi, N. (2004), Strategic Management of Human Resources and Labor Relations with Attitudes Toward Globalization, Tehran, Mir Publications. [In Pershian].
Mom, T. J.(2009). Understanding Variation in Managers Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms.Organization Science.20(4)812-828.
Mom, T. J. M., Fourné, S. P. L&, Jansen, J. J. P.(2015). Managers’ Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context.Human Resource Management, 54(S1), 133-153.
Mom, T. J. M., Van Den Bosch, F. A. J,.& Volberda, H. W.(2007). Investigating Managers’Exploration and Exploitation Activities: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows. Journal of Management Studies.44(6)910-931.
O’Reilly, C. A.(2004). The ambidextrous organization. Harvard Business Review.82(4),74-81.
O’Reilly, C. A &,. Tushman, M. L.(2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28(Supplement C),185-206.
O’Reilly, C. A.,& Tushman, M. L.(2013). Organizational ambidexterity: Past, present, and future.The Academy of Management Perspectives, 27 (4),324-328.
O'Reilly III, C.A., Tushman, M.L. (2013). Organizational ambidexterity: past, present, and future. Academy of Management Perspect. 27 (4),324-328.
Penrose, E. T. (1995). The Theory of the Growth of the Firm.Oxford University Press, USA.
Raisch, S,.& Birkinshaw, J.(2008). Organizational Ambidexterity: Antecedents, Outcomes, and Moderators. Journal of Management, 34,(3).375-409.
Schnellbächer. Benedikt, Heidenreich.Sven. (2020).The role of individual ambidexterity for organizational performance: examining effects of ambidextrous knowledge seeking and offering. The Journal of Technology Transfe, 45(5),1535-1561.
Schultz, C., Schreyoegg, J,. & von Reitzenstein, C.(2013). The moderating role of internal and external resources on the performance effect of multitasking: Evidence from the R&D performance of surgeons.Research Policy, 42. 1356-1365,(8)
Wernerfelt, B.(1984).A resource‐based view of the firm. Strategic management, 5(2), 171-180.
_||_Aguinis, H.(2009). Performance Management 2th Edition. Upper Saddle River NJ, Person Education Inc, 1-296.
Alexander, L,. & Knippenberg, D. van.(2014).Teams in pursuit of radical innovation: A goal orientation perspective. Academy of Management Review, 39(4), 423-438
Banery, J,. & Felin, T.(2013). What Are Microfoundations.?The Academy of Management Perspectives.27(2),138-155
Benedikt Schnellbächer, Sven Heidenreich, Andreas Wald. (2019). Antecedents And Effects Of Individual Ambidexterity – A Cross-Level Investigation. European Management Journal, 37(4), 442-454.
Bond-Barnard, T. J., Steyn, H,.& Fabris-Rotelli, I.(2013). The impact of a call centre on communication in a programme and its projects. International Journal of Project. International Journal of Project Management, 31(7),1006-1016
Bonesso, S., Gerli, F,.& Scapolan, A.(2014). The individual side of ambidexterity: Do individuals perceptions match actual behaviors in reconciling the exploration and exploitation trade-off? European Management Journal, 32 (3),392-405.
Duncan, R. B.(1976). The Ambidextrous Organization: Designing Dual Structures for Innovation.The Management of Organization,(1),167-188.
Feldman, M.(2000). Organizational routines as a source of continuous change.Organization Science,10(6),611-629.
Gibson, C &,. Birkinshaw, J.(2004).The Antecedents, Consequences, and Mediating Role of Organizational Ambidexterity.Academy of Management Journal, 47(2),209-226.
Gilbert, C.(2005). Unbundling the Structure of Inertia: Resource versus Routine Rigidity. The Academy of Management Journal, 48.(5),741-763.
Gilson, L. L,.& Shalley, C. E.(2004). A Little Creativity Goes a Long Way: An Examination of Teams Engagement in Creative Processes.Journal of Management, 30.(4),453-470.
Good, D &,. Michel, E.(2013). Individual Ambidexterity: Exploring and Exploiting in Dynamic Contexts.The Journal of Psychology: Interdisciplinary and Applied 147 (5),435-453.
Gupta, A. K., Smith, K. G.,&Shalley, C. E.(2006). The Interplay Between Exploration and Exploitation.Academy of Management Journal, 49 (4),693-706.
Gurtner, S &,. Reinhardt, R.(2016). Ambidextrous Idea Generation Antecedents and Outcomes. Journal of Product Innovation Management, 33,34-54.
He, Z.-L&,. Wong, P.-K.(2004). Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis.Organization Science 15(4),481-494.
Higgins, E. T., Kruglanski, A. W., & Pierro, A.(2003). Regulatory Mode: Locomotion and Assessment as Distinct Orientation. In M. P. Zanna (Ed.), Advances in Experimental Social Psychology, New York: Academic Press, 35, 293-344.
Hitt, M. A., Hoskisson, R. E., & Kim, H.(1997). International diversification: Effects on innovation and firm performance in product-diversified firms.The Academy of Management Journal, 40(4),767-798.
Jasmand, C., Blazevic, V&,.Ruyter, K. d.(2012). Generating Sales While Providing Service: A Study of Customer Service Representative's Ambidextrous Behavior. Journal of Marketing 76 (1),20-37.
Levinthal, D. A&,. March, J. G.(1993). The myopia of learning. Strategic management journal, 14(S2),95-112.
Lin, C., Tan, B,. & Chang, S.(2008). An exploratory model of knowledge flow barriers within healthcare organizations. Information & Management, 45(5),331-339.
Lubatkin, M. H., Simsek, Z., Ling, Y &,.Veiga, J. F.(2006). Ambidexterity and performance in small-to medium-sized firms: The pivotal role of top management team behavioral integration.Journal of management 32(5)646-672.
March, J. G.(1991). Exploration and Exploitation in Organizational Learning. Organization Science.2(1),71-87.
Marrone, J. A.(2010). Team Boundary Spanning: A Multilevel Review of Past Research and Proposals for the Future.Journal of Management 36 (4)911-940.
McCloy RA, Campbell JP, Cudeck R.(1994). A confirmatory test of a model of performance determinates. Journal of Applied Pscychology, 79,493-505.
Miron, E., Erez, M&,.Naveh, E.(2004). Do Personal Characteristics and Cultural Values that Promote Innovation, Quality, and Efficiency Compete or Complement Each Other?. Journal of Organizational Behavior, 25(2),175-199.
Mirsepasi, N. (2004), Strategic Management of Human Resources and Labor Relations with Attitudes Toward Globalization, Tehran, Mir Publications. [In Pershian].
Mom, T. J.(2009). Understanding Variation in Managers Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms.Organization Science.20(4)812-828.
Mom, T. J. M., Fourné, S. P. L&, Jansen, J. J. P.(2015). Managers’ Work Experience, Ambidexterity, and Performance: The Contingency Role of the Work Context.Human Resource Management, 54(S1), 133-153.
Mom, T. J. M., Van Den Bosch, F. A. J,.& Volberda, H. W.(2007). Investigating Managers’Exploration and Exploitation Activities: The Influence of Top-Down, Bottom-Up, and Horizontal Knowledge Inflows. Journal of Management Studies.44(6)910-931.
O’Reilly, C. A.(2004). The ambidextrous organization. Harvard Business Review.82(4),74-81.
O’Reilly, C. A &,. Tushman, M. L.(2008). Ambidexterity as a dynamic capability: Resolving the innovator’s dilemma. Research in Organizational Behavior, 28(Supplement C),185-206.
O’Reilly, C. A.,& Tushman, M. L.(2013). Organizational ambidexterity: Past, present, and future.The Academy of Management Perspectives, 27 (4),324-328.
O'Reilly III, C.A., Tushman, M.L. (2013). Organizational ambidexterity: past, present, and future. Academy of Management Perspect. 27 (4),324-328.
Penrose, E. T. (1995). The Theory of the Growth of the Firm.Oxford University Press, USA.
Raisch, S,.& Birkinshaw, J.(2008). Organizational Ambidexterity: Antecedents, Outcomes, and Moderators. Journal of Management, 34,(3).375-409.
Schnellbächer. Benedikt, Heidenreich.Sven. (2020).The role of individual ambidexterity for organizational performance: examining effects of ambidextrous knowledge seeking and offering. The Journal of Technology Transfe, 45(5),1535-1561.
Schultz, C., Schreyoegg, J,. & von Reitzenstein, C.(2013). The moderating role of internal and external resources on the performance effect of multitasking: Evidence from the R&D performance of surgeons.Research Policy, 42. 1356-1365,(8)
Wernerfelt, B.(1984).A resource‐based view of the firm. Strategic management, 5(2), 171-180.
