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The effects of organizational ambidexterity and justice on organizational learning

Author

Listed:
  • Ilkay Eraslan

    (Faculty of Economics and Administrative Sciences, Beykent University, Istanbul, Turkey)

  • Erkut Altindag

    (Faculty of Economics and Administrative Sciences, Beykent University, Istanbul, Turkey)

Abstract

This study examines the relationship between organizational justice and organizational ambidexterity with organizational learning. This paper also evaluates the effect of organizational justice on organizational learning strategies of employees in the cause-effect relationship and measure the effect of perceived organizational support and bi-directionality on organizational learning. 645 family firms operating in Istanbul have been analyzed with Structural Equation Model. Findings demonstrate that organization's ambidexterity ability and the concept of justice in the organization had an indirect and positive effect on the perception of organizational support. This study also highlights that companies using their generic knowledge and skills increase the effectiveness of their innovation activities. The exploratory and development capabilities of a company make a significant contribution to the personal development of the employees in the company. Key Words: OrganizationalJustice, OrganizationalLearning, PerceivedOrganizationalSupport, Ambidexterity

Suggested Citation

  • Ilkay Eraslan & Erkut Altindag, 2021. "The effects of organizational ambidexterity and justice on organizational learning," International Journal of Research in Business and Social Science (2147-4478), Center for the Strategic Studies in Business and Finance, vol. 10(1), pages 1-14, January.
    • Handle: RePEc:rbs:ijbrss:v:10:y:2021:i:1:p:1-14
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    References listed on IDEAS

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    2. Robert A. Burgelman, 1991. "Intraorganizational Ecology of Strategy Making and Organizational Adaptation: Theory and Field Research," Organization Science, INFORMS, vol. 2(3), pages 239-262, August.
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