Tipping the scales: ambidexterity practices on e-HRM projects

Purpose: We examine and conceptualise the ways in which a balance can be achieved between optimising the efficiency and effectiveness of electronic HRM (e-HRM) systems for human resource management (HRM) and enabling innovation to occur during the system implementation. Design/methodology/approach: An intepretive case study of a UK local authority e-HRM system implementation is examined using the notion of ambidexterity as an analytical device. Ambidexterity relates to how an organisation develops the ability to operate efficiently in the now, while at the same time being able to adapt to environmental changes around and ahead of them in order to grow into the future. Findings: As an intra-organisational capability, ambidexterity is found to derive from the simultaneous interplay and balancing of dual capabilities: exploitation and exploration.. E-HRM exploitation concerned the capability to generate new knowledge with innovatory effects, created through the everyday practices performed by practitioners at all levels in the organisation. E-HRM exploration, rather than being a purposeful act, was found to be an accidental consequence of engaging in exploitation to maintain the status quo. Originality/value: There is a lack of detailed investigation of how organisations actually achieve ambidexterity, particularly in three under-researched areas: ambidexterity in the public sector, at HR functional level and e-HRM systems implementation. Bundling these three areas into an integrated examination allows us to both identify how exploitation and exploration play out in the ambidextrous practices of an e-HRM project and also to identify the dimensions of ambidexterity in balancing e-HRM work

The impact of teamwork quality on new product development cycle time : Evidence from Saudi Arabia Telecom Industry

The research filled a gap in existing knowledge regarding the impact of teamwork quality on new product development (NPD) cycle time through the mediation of internal market orientation in the telecommunication industry in Saudi Arabia. The present research also considered environmental turbulence as a moderator in the relationship between teamwork quality and NPD cycle time. Specifically, this research extended previous effort done by providing evidence that high teamwork quality and internal market orientation could decrease the time taken in producing new products or services. Random sampling was used to select respondents for a survey from among members of NPD teams in Saudi telecommunications firms with total respondents 149 teams and response rate of 88.67 percent. PLS-SEM was used to analyze the direct and indirect relationships between teamwork quality, internal market orientation, environmental turbulence, and NPD cycle time, while path coefficient and assessment of measurement and structural model used to test the research hypotheses. Findings indicate that five out of six teamwork quality factors had significant effects on NPD cycle time but not on communication among teamwork members. Internal market orientation was found to affect positively NPD cycle time. Internal market orientation fully mediated the relationship between balance of member contribution and mutual support, and NPD cycle time. Internal market orientation partially mediated communication, coordination, efforts and cohesion, and NPD cycle time. Environmental turbulence moderated the relationship between two factors of teamwork quality, namely, communication and coordination, and NPD cycle time. Environmental turbulence did not moderate balance of member contribution, mutual support, effort and cohesion. The findings suggest that managers should facilitate an environment conducive to teamwork. The study also provides a theoretical understanding of how teamwork qualities drive new product development cycle time. Recommendations for future research and limitations of the study are also highlighted