Amer Ali Al-Atwi, Joseph Amankwah-Amoahb, Zaheer Khan
Abstract
This paper builds on prior scholarly works by examining the relationship between organizing paradox (formalization
and decentralization), and organizational levels of learning paradoxes, i.e. exploration and exploitation,
and firms’ outcomes (organizational creativity, organizational resilience and organizational energy).
Using data from 98 executives and 325 senior employees working across a diverse range of firms operating in the
Middle East, the findings suggest that organizing paradox (formalization and decentralization) has a positive
impact on learning ambidexterity. In addition, we also found that learning ambidexterity has a positive impact
on both organizational resilience and organizational energy. Furthermore, the results indicate that learning
ambidexterity mediates the relationship between organizing paradox and organizational creativity. These
findings provide important insights into the micro-foundation aspects of organizational ambidexterity.
عامر علي العطوي | Amer Ali Al-Atwi | 10181