E. Isichei, Anas A. Aminu, B. I. Chukwu, Nnia M. Ike, Kalu E. Agbaeze, Igwe Anthony
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Linking ambidextrous leadership and small and medium scale enterprises export performance
Purpose: This article focuses on the mediating role of innovation orientation and the moderating role of organisational trust (OT) on the relationship between ambidextrous leadership (AL) and export performance (EP). The need to highlight the drivers of AL and its influence on EP necessitated this study.Design/methodology/approach: The authors subjected sample data set from 420 respondents that engage in direct and indirect export activities to inferential analysis using partial least square (SEM).Findings/results: This study reveals that innovation orientation mediates AL and EP, as the direct link was not significant and organisation trust moderates the relationship.Practical implications: Leaders’ ambidexterity should incorporate a clearly defined orientation towards innovation that supports knowledge sharing and guides the need for innovative support while also ensuring that employees have high trust in the organisation.Originality/value: This study validates the leadership complexity theory and adds to EP literature on the relevance of innovation orientation and OT as good predictors of EP.
期刊介绍:
The South African Journal of Business Management publishes articles that have real significance for management theory and practice. The content of the journal falls into two categories: managerial theory and management practice: -Management theory is devoted to reporting new methodological developments, whether analytical or philosophical. In general, papers should, in addition to developing a new theory, include some discussion of applications, either historical or potential. Both state-of-the-art surveys and papers discussing new developments are appropriate for this category. -Management practice concerns the methodology involved in applying scientific knowledge. It focusses on the problems of developing and converting management theory to practice while considering behavioural and economic realities. Papers should reflect the mutual interest of managers and management scientists in the exercise of the management function. Appropriate papers may include examples of implementations that generalise experience rather than specific incidents and facts, and principles of model development and adaptation that underline successful application of particular aspects of management theory. The relevance of the paper to the professional manager should be highlighted as far as possible.