Advertisement

Service Business

, Volume 14, Issue 1, pp 167–186 | Cite as

Team innovation in retail services: the role of ambidextrous leadership and team learning

  • La Anh Duc
  • Nguyen Dinh ThoEmail author
  • Dilupa Nakandala
  • Yi-Chen Lan
Empirical article

Abstract

Drawing upon the ambidextrous leadership theory for innovation, this study investigates the role of opening and closing leadership behaviors in both exploratory and exploitative learning in teams, and subsequently, in team innovation in the context of retail services. Results based on a survey data set collected from 296 team leaders in retail services in two major cities in Vietnam show that opening leadership behavior positively affects team exploratory learning and closing leadership behavior underlies team exploitative learning. Further, the interaction between opening and closing leadership behaviors positively affects both team exploratory and exploitative learning. Finally, these two types of team learning enhance team innovation. Our findings extend the existing literature on ambidextrous leadership, learning, and innovation to the team level in a transitioning economy and suggest possible ways for team leaders to enhance team innovation performance.

Keywords

Ambidextrous leadership Team exploratory learning Team exploitative learning Team innovation Vietnam 

Notes

Acknowledgements

This work was supported by a grant from the University of Economics HCM City and Western Sydney University Joint Research Program (Grant No. UEH-WSU 17–19.002).

References

  1. Anderson JC, Gerbing DW (1988) Structural equation modelling in practice: a review and recommended two-step approach. Psychol Bull 103(3):411–423CrossRefGoogle Scholar
  2. Anderson N, Potočnik K, Zhou J (2014) Innovation and creativity in organizations: a state-of-the-science review, prospective commentary, and guiding framework. J Manag 40(5):1297–1333Google Scholar
  3. Bollen KA, Long JS (1993) Introduction. In: Bollen KA, Long JS (eds) Testing structural equations models. Sage, Newbury Parks, pp 1–9Google Scholar
  4. Cady SH, Valentine J (1999) Team innovation and perceptions of consideration: what difference does diversity make? Small Group Res 30(6):730–750CrossRefGoogle Scholar
  5. Černe M, Jaklič M, Škerlavaj M (2013) Authentic leadership, creativity, and innovation: a multilevel perspective. Leadership 9(1):63–85CrossRefGoogle Scholar
  6. Chen G, Farh JL, Campbell-Bush EM, Wu Z, Wu X (2013) Teams as innovative systems: multilevel motivational antecedents of innovation in R&D teams. J Appl Psychol 98(6):1018–1027CrossRefGoogle Scholar
  7. Cho I, Park H, Choi J (2011) The impact of diversity of innovation channels on innovation performance in service firms. Serv Bus 5(3):277–294CrossRefGoogle Scholar
  8. Crevani L, Palm K, Schilling A (2011) Innovation management in service firms: a research agenda. Serv Bus 5(2):177–193CrossRefGoogle Scholar
  9. Cronbach LJ (1987) Statistical tests for moderator variables: flaws in analyses recently proposed. Psychol Bull 102(3):414–417CrossRefGoogle Scholar
  10. Deloitte (2019) Retail in Vietnam: navigating the digital retail landscape 1–32. https://www2.deloitte.com/content/dam/Deloitte/vn/Documents/consumer-business/vn-cb-vietnam-consumer-retail-2019.pdf
  11. Doloreux D, Turkina E, Van Assche A (2019) Innovation type and external knowledge search strategies in KIBS: evidence from Canada. Serv Bus 13(3):509–530CrossRefGoogle Scholar
  12. Edmondson A (1999) Psychological safety and learning behavior in work teams. Admin Sci Q 44(2):350–383CrossRefGoogle Scholar
  13. Edmondson AC, Nembhard IM (2009) Product development and learning in project teams: the challenges are the benefits. J Prod Innov Manag 26(2):123–138CrossRefGoogle Scholar
  14. Eisenbeiss SA, van Knippenberg D, Boerner S (2008) Transformational leadership and team innovation: integrating team climate principles. J Appl Psychol 93(6):1438–1446CrossRefGoogle Scholar
  15. Fornell C, Larcker DF (1981) Evaluating structural equation models with unobservable variables and measurement error. J Mark Res 18(1):39–50CrossRefGoogle Scholar
  16. Gerbing WD, Anderson JC (1988) An updated paradigm for scale development incorporating unidimensionality and its assessment. J Mark Res 25(2):186–192CrossRefGoogle Scholar
  17. Hoch JE (2013) Shared leadership and innovation: the role of vertical leadership and employee integrity. J Bus Psychol 28(2):159–174CrossRefGoogle Scholar
  18. Hughes DJ, Lee A, Tian AW, Newman A, Legood A (2018) Leadership, creativity, and innovation: a critical review and practical recommendations. Leadersh Q 29(5):549–569CrossRefGoogle Scholar
  19. Hülsheger UR, Anderson N, Salgado JF (2009) Team-level predictors of innovation at work: a comprehensive meta-analysis spanning three decades of research. J Appl Psychol 94(5):1128–1145CrossRefGoogle Scholar
  20. Hunter S, Allen JB, Heinen R, Cushenbery L (2018) Proposing a multiple pathway approach to leading innovation: single and dual leader approaches. In: Reiter-Palmon R, Kennel VL, Kaufman JC (eds) Individual creativity in the workplace. Academic Press, Cambridge, pp 269–292CrossRefGoogle Scholar
  21. Jiang Y, Chen CC (2018) Integrating knowledge activities for team innovation: effects of transformational leadership. J Manag 44(5):1819–1847Google Scholar
  22. Kim TT, Karatepe OM, Lee G (2018) Psychological contract breach and service innovation behavior: psychological capital as a mediator. Serv Bus 12(2):305–329CrossRefGoogle Scholar
  23. Kostopoulos KC, Bozionelos N (2011) Team exploratory and exploitative learning: psychological safety, task conflict, and team performance. Group Organ Manag 36(3):385–415CrossRefGoogle Scholar
  24. Kumar N, Stern LW, Anderson JC (1993) Conducting interorganizational research using key informants. Acad Manag J 36(6):1633–1651Google Scholar
  25. Laughlin PR, Hatch EC, Silver JS, Boh L (2006) Groups perform better than the best individuals on letters-to-numbers problems: effects of group size. J Personal Soc Psychol 90(4):644–651CrossRefGoogle Scholar
  26. Liu J, Liu X, Zeng X (2011) Does transactional leadership count for team innovativeness? The moderating role of emotional labor and the mediating role of team efficacy. J Organ Change Manag 24(3):282–298CrossRefGoogle Scholar
  27. Liu Y, Phillips JS (2011) Examining the antecedents of knowledge sharing in facilitating team innovativeness from a multilevel perspective. Int J Inf Manag 31(1):44–52CrossRefGoogle Scholar
  28. Ma J, Zhou X, Chen R, Dong X (2019) Does ambidextrous leadership motivate work crafting? Int J Hosp Manag 77(January):159–168CrossRefGoogle Scholar
  29. March JG (1991) Exploration and exploitation in organizational learning. Organ Sci 2(1):71–87CrossRefGoogle Scholar
  30. Newman A, Ucbasaran D, Zhu FEI, Hirst G (2014) Psychological capital: a review and synthesis. J Organ Behav 35(S1):S120–S138CrossRefGoogle Scholar
  31. Maruyama M, Le VT (2012) Modern retailers in transition economies: the case of Vietnam. J Macromarketing 32(1):31–51CrossRefGoogle Scholar
  32. Mitchell R, Boyle B (2019) Inspirational leadership, positive mood, and team innovation: a moderated mediation investigation into the pivotal role of professional salience. Hum Resour Manag 58(3):269–283CrossRefGoogle Scholar
  33. Newman A, Donohue R, Eva N (2017) Psychological safety: a systematic review of the literature. Hum Resour Manag Rev 27(3):521–535CrossRefGoogle Scholar
  34. Ping RA (1995) A parsimonious estimating technique for interaction and quadratic latent variables. J Mark Res 32(3):336–347CrossRefGoogle Scholar
  35. Podsakoff PM, MacKenzie SB, Lee J-Y, Podsakoff NP (2003) Common method biases in behavioral research: a critical review of the literature and recommended remedies. J Appl Psychol 88(5):879–903CrossRefGoogle Scholar
  36. Rosing K, Frese M, Bausch A (2011) Explaining the heterogeneity of the leadership-innovation relationship: ambidextrous leadership. Leadersh Q 22(5):956–974CrossRefGoogle Scholar
  37. Shalley CE, Gilson LL (2004) What leaders need to know: a review of social and contextual factors that can foster or hinder creativity. Leadersh Q 15(1):33–53CrossRefGoogle Scholar
  38. Subramony M, Pugh SD (2015) Services management research: review, integration, and future directions. J Manag 41(1):349–373Google Scholar
  39. van Knippenberg D (2017) Team innovation. Annu Rev Organ Psychol Organ Behav 4(1):211–233CrossRefGoogle Scholar
  40. Welbourne TM, Johnson DE, Erez A (1998) The role-based performance scale: validity analysis of a theory-based measure. Acad Manag J 41(5):540–555Google Scholar
  41. West MA, Farr JL (1990) Innovation at work. In: West MA, Farr JL (eds) Innovation and creativity at work: psychological and organizational strategies. Wiley, Chichester, pp 3–13Google Scholar
  42. Wyer P, Donohoe S, Matthews P (2010) Fostering strategic learning capability to enhance creativity in small service businesses. Serv Bus 4(1):9–26CrossRefGoogle Scholar
  43. Ye J, Marinova D, Singh J (2012) Bottom-up learning in marketing frontlines: conceptualization, processes, and consequences. J Acad Mark Sci 40(6):821–844CrossRefGoogle Scholar
  44. Ye Q, Wang D, Guo W (2019) Inclusive leadership and team innovation: the role of team voice and performance pressure. Eur Manag J 37(4):468–480CrossRefGoogle Scholar
  45. Yoshida DT, Sendjaya S, Hirst G, Cooper B (2014) Does servant leadership foster creativity and innovation? a multi-level mediation study of identification and prototypicality. J Bus Res 67(7):1395–1404CrossRefGoogle Scholar
  46. Zacher H, Robinson AJ, Rosing K (2016) Ambidextrous leadership and employees’ self-reported innovative performance: the role of exploration and exploitation behaviors. J Creat Behav 50(1):24–46CrossRefGoogle Scholar
  47. Zacher H, Rosing K (2015) Ambidextrous leadership and team innovation. Leadersh Organ Dev J 36(1):54–68CrossRefGoogle Scholar

Copyright information

© Springer-Verlag GmbH Germany, part of Springer Nature 2020

Authors and Affiliations

  1. 1.International School of BusinessUniversity of Economics, HCM CityHCM CityVietnam
  2. 2.School of BusinessWestern Sydney UniversityPenrithAustralia

Personalised recommendations