Building ambidexterity: The role of human resource practices in the performance of firms from Spain
By Isabel M. Prieto, M. P. P. Santana. 2012
210 citations recorded by the source corpus.
Subfields: Communication, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/c521d2fae0c3be19d9bc16fbcb81437aeb54bbe2
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In Communication
In Strategy and Management
Citations in the corpus
- Mapping the relationships between high-performance work systems, employee resilience and engagement: a study of the banking industry in China (2019, methodology): “HPWS was measured using a multi-dimensional scale adapted from previously validated measures by Sun et al. (2007), Takeuchi et al. (2007), Prieto and Santana (2012), Bae and Lawler (2000) and Searle et al. (2011).”
- Behavioral Ambidexterity: The Impact of Incentive Schemes on Productivity, Motivation, and Performance of Employees in Commercial Banks (2015, background): “High-involvement HR practices may be grouped into ability-enhancing, motivation-enhancing, and opportunity-enhancing domains (Prieto & Santana, 2012, p. 192).”
- Individual ambidexterity: the duality of exploration and exploitation and its relationship with innovative performance (2017, background): “…may increase organizational ambidexterity through human resource practices that create a context that allows individual employees to act ambidextrously, such as high-performance work systems (Patel, Messersmith, & Lepak, 2013) or highinvolvement human resource practices (Prieto & Santana, 2012).”