Developing learning ambidexterity and job performance: training and educational implications across the cultural divide

Chieh Peng Lin*, Yuen Kwan Cheung

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

7 Scopus citations

Abstract

Learning ambidexterity helps make sense of information for effectively facilitating job performance. Drawing upon social cognitive theory and ambidexterity theory, this study proposes a research model that shows how learning ambidexterity and job performance are developed. In the model, job performance is indirectly influenced by benevolent leadership and work passion via learning ambidexterity that includes exploration and exploitation (i.e., two mediators). At the same time, the cultural value of uncertainty avoidance hypothetically moderates the effects of benevolent leadership and work passion on the mediators. An anonymous survey on workers was conducted in Taiwan and Hong Kong across various industry categories including retailing services, beauty salon services, real estate services, hotel services, and tourism services. Empirical testing by structural equation modeling and moderated regression analysis was performed to verify the hypotheses of this study. Finally, this study presents research implications about training and education for employees.

Original languageEnglish
JournalReview of Managerial Science
DOIs
StateAccepted/In press - 2022

Keywords

  • Benevolent leadership
  • Job performance
  • Learning ambidexterity
  • Passion
  • Training and education

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