Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/294730 
Year of Publication: 
2023
Citation: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 10 [Issue:] 3 [Article No.:] 2279380 [Year:] 2023 [Pages:] 1-21
Publisher: 
Taylor & Francis, Abingdon
Abstract: 
This study aims to investigate whether organizational change capability (OCC) enables firms' ambidexterity (explorative innovativeness and exploitative responsiveness) and results in above-average performance. Besides testing whether ambidexterity is possible, the study also investigates how it can be achieved by testing the role of mediators in the relationship between OCC and a firm's performance. The study surveyed suppliers of a large Croatian firm from the construction industry. A total of 160 usable surveys were collected and data analysis was conducted using partial least squares structural equation modeling. Our study confirms the positive effect of OCC on a firm's responsiveness and innovativeness, while also demonstrating that OCC has a positive impact on a firm's performance. In addition, the results empirically show for the first time that OCC and innovativeness have a positive impact on a firm's responsiveness. This study contributes to the understanding of the OCC construct by linking it to ambidexterity and investigating the role of mediators in the relationship between OCC and a firm's performance.
Subjects: 
ambidexterity
dynamic capabilities
innovativeness
organizational change capability
responsiveness
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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