Abstract:
The purpose of this study was to investigate tensions between employee-driven innovation and organisational ambidexterity, and how these tensions affect organisational performance. The tensions were framed on the Paradox Theory. The study focused on South African organisations, particularly in the Johannesburg and Pretoria regions. This study adopted a positivist paradigm, deductive approach, explanatory research, and quantitative method with a total number of 172 respondents.
The analysis found that the relationship (or tension) between organisational ambidexterity and employee-driven innovation, is a mediator between the two other tensions of interest, namely, organisational ambidexterity versus organisational performance, as well as employee-driven innovation versus organisational performance. Through hypothesis testing, all three hypotheses showed tensions existed between the three constructs, respectively. The study also found respondents’ willingness and ability to be involved in employee-driven innovation initiatives, elements of ambidexterity were also observed from the results at both individual and organisational levels.
As the research was set mainly in Johannesburg and Pretoria, generalisability of the results may prove a challenge. Managers should be encouraged to set up processes that remove or reduce the friction between employees’ daily responsibilities, and involvement in innovation initiatives. In order to build an ambidextrous organisation, managers need to be deliberate about such processes, resources allocated to technology, as well as learning initiatives for both themselves and their teams. In addition, managers need to intentionally work on the behaviour of the organisation and attitudes.
