Team innovation in retail services: the role of ambidextrous leadership and team learning
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.
KeywordsAmbidextrous leadership Team exploratory learning Team exploitative learning Team innovation Vietnam
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).
- 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
- Bollen KA, Long JS (1993) Introduction. In: Bollen KA, Long JS (eds) Testing structural equations models. Sage, Newbury Parks, pp 1–9Google Scholar
- 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
- Jiang Y, Chen CC (2018) Integrating knowledge activities for team innovation: effects of transformational leadership. J Manag 44(5):1819–1847Google Scholar
- Kumar N, Stern LW, Anderson JC (1993) Conducting interorganizational research using key informants. Acad Manag J 36(6):1633–1651Google Scholar
- Subramony M, Pugh SD (2015) Services management research: review, integration, and future directions. J Manag 41(1):349–373Google Scholar
- 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
- 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