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Abstract
Background and Purpose: The construct of organizational ambidexterity (OA) has attracted the growing attention in management research. Previous empirical research has investigated the effect of organisational ambidexterity on performance from various perspectives. This study aims to resolve the contradictory previous research findings on the relationship between organisational ambidexterity and innovation performance. We unpack this construct with combined dimension of ambidexterity, which relates to a combination of high levels of both exploration and exploitation (introduction of products or services that were new to the market and new to the firm).
Methodology: We frame our ambidexterity hypothesis in terms of firm's innovation orientation. The hypothesis is tested by using Community Innovation Survey (CIS) 2006 micro data at the organizational level in twelve countries. To operationalize an ambidexterity and firms innovation outcome, we used self-reported measures of innovativeness.
Results: To test our hypothesis, we developed a set of models and tested them with multiple hierarchical linear regression analyses. The results indicate that exploration and exploitation are positively related to firm's innovation performances which supports our assumption that both are complementary. Furthermore, we find that above and over their independent effects, through combining them into a single construct of organizational ambidexterity, this variable remains negatively and significantly related to innovation performance.
Conclusion: These results provides the managers with an idea of when managing trade-offs between exploration and exploitation would be more favorable versus detrimental. For firms with lower organizational ambidexterity, the relationship between exploration-exploitation and the firm's innovation performance is a more positive one.

Do high job demands help employees to stay challenged at work, or do they challenge their well-being? Despite burnout being an ever-pressing matter in contemporary workspaces, the understanding of the link between job demands and burnout remains limited, especially considering the important multilayered role of context in organizations. Our study develops an integrated perspective on the antecedents of burnout, rather than viewing various elements in isolation. Specifically, we uncover a three-way interaction among job demands, collective trust, and competitive pressure across the three levels of study via a multilevel analysis of 5485 employees, nested into 2872 units in 89 German organizations. The three-way interaction of individual-level job demands with unit-level collective trust depends on the magnitude of competitive pressure at the organizational level. In a condition of low organizational-level competitive pressure, unit-level trust can mitigate the positive effect of individual job demands on burnout. Our findings indicate that job demands can be a double-edged sword, bringing with them both benefits and burdens. From a practical perspective, we provide guidance for organizations on how to maintain high job demands by emphasizing collective trust and open communication about organizational-level competitive pressure to mitigate burnout at work.

AbstractIdentity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of "we" and of "us") among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people‐oriented civic citizenship behaviors (CCB‐P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB‐C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB‐P (in 25 out of 26 countries) and CCB‐C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB‐C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB‐P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.

Employee silence, the withholding of work‐related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross‐cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, and measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and uncertainty avoidance. Overall, the findings suggest that relationships between silence and cultural dimensions are more complex than commonly assumed. We discuss the explanatory power of nations as (cultural) units of analysis, our social scientific approach, the predictive value of cultural dimensions, and opportunities to extend silence research geographically, methodologically, and conceptually.