CAN COGNITIVE CRAFTING ENHANCE BUSINESS PERFORMANCE? THE MEDIATING ROLE OF EMPLOYEE AMBIDEXTERITY IN THE CONTEXT OF SMALL AND MEDIUM ENTERPRISES

Authors

  • Fouzia Hadi Ali Hailey College of Commerce, University of the Punjab, Lahore, Pakistan
  • Sadia Farooq Hailey College of Commerce, University of the Punjab, Lahore, Pakistan
  • Farah Naz Naqvi Hailey College of Banking and Finance, University of the Punjab, Lahore, Pakistan

DOI:

https://doi.org/10.56536/ijmres.v10i2.86

Keywords:

Cognitive Crafting, Employee Ambidexterity, Exploration, Execution, Exploitation, Business Performance

Abstract

Cognitive proactive ability to redesign tasks can influence the behaviour of employees to explore, execute and exploit opportunities that tend to enhance business performance. The present study aims to validate the proposed threedimension structure of employee ambidexterity in the context of small and medium enterprises. Moreover, the study examines the effect of cognitive abilities on the business performance of those employees who are involved in multitasking activities in small and medium enterprises. A total of 600 structured questionnaires were administered randomly to employees of service sector small and medium enterprises with a response rate of 98.3%. The results show validation of a three-dimensional construct of employee ambidexterity. Moreover, the findings reveal a partial mediation of the three dimensions of employee ambidexterious behaviour between the relationship of cognitive crafting and business performance. The findings implicate to realise the importance of the cognitive abilities of employees who redesign their tasks in a situation where they confront with multiple tasks that require collective accomplishment in small and medium businesses.

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Published

01-06-2020

How to Cite

CAN COGNITIVE CRAFTING ENHANCE BUSINESS PERFORMANCE? THE MEDIATING ROLE OF EMPLOYEE AMBIDEXTERITY IN THE CONTEXT OF SMALL AND MEDIUM ENTERPRISES. (2020). International Journal of Management Research and Emerging Sciences, 10(2). https://doi.org/10.56536/ijmres.v10i2.86

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