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How ambidextrous organizational culture affects job performance: A multilevel study of the mediating effect of psychological capital

Published online by Cambridge University Press:  18 September 2017

Jee Young Lee
Graduate School of Defense Management, Korea National Defense University, Ko-Yang Si, Korea
Yumi Seo*
College of Business Administration, University of Seoul, Dongdaemun-gu, Seoul, Korea
Wonho Jeung
Graduate School of Defense Management, Korea National Defense University, Ko-Yang Si, Korea
Joon-ho Kim
Department of Business Administration, Sejong University, Ko-Yang Si, Korea
Corresponding author:


Ambidexterity organization, which is defined as the ability of an organization to simultaneously pursues exploration and exploitation, has received attention by researchers who have examined its beneficial effect on organizational performance and success. This study attempted to examine the positive effect of ambidextrous organization culture (AOC), which is regarded as the core characteristic of ambidextrous organizations by using a multilevel model. Specifically, this study examined the effects of AOC on members’ job performance and the mediating role of psychological capital in the relationship between AOC and job performance. The results indicated that AOC had a significantly positive relationship with job performance even after controlling various organizational and individual variables. Moreover, we found that psychological capital fully mediated the relationship between AOC and members’ job performance. This study provides theoretical contributions by empirically examining the positive effect and mechanism of AOC. Furthermore, this study offers practical implications in how practitioners can manage their organizational culture, by helping shape the direction of organizational culture management.

Research Article
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2017 

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