The Effects of Knowledge Sharing on Organizational Ambidexterity: Explanation of Mediating Role of Absorptive Capacity (Case: Pharmaceutical Companies)

Document Type : Research Paper

Authors

Assistant Professor, Faculty of Management, Kharazmi University.

Abstract

Research on ambidexterity is burgeoning, yet understanding of the antecedents and consequences of both activities remains rather unclear. The purpose of this paper is to explore the effects of knowledge sharing on organizational ambidexterity (exploration and exploitation) as well as the mediating effect of mediating role of absorptive capacity. The research statistical population constitutes 97 pharmaceutical companies’ employer select available as the subjects. Data were collected via three standard questionnaires. In order to assess dimensions of organizational ambidexterity scale proposed by Kyrgidou & Petridou (2011), knowledge sharing scale was developed by Van den hoof & De ridder (2004), and absorptive capacity scale was developed by Zahra & George (2002), was employed. This study applies SmartPLS3 to investigate the research model. The results shows that knowledge sharing and absorptive capacity has positive effects on organizational ambidexterity. In addition, , this study reveals that absorptive capacity is not the mediating factor between knowledge sharing and organizational ambidexterity.

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References

 
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Journal of Entrepreneurship Development
Volume 9, Issue 3 - Serial Number 33
December 2016
Pages 573-591

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