Li, Heng (2019). Ambidextrous leadership, absorptive capacity and innovation adoption: based on evidence drawn from heavy equipment manufacturing firms in China. University of Birmingham. Ph.D.
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Li2019PhD.pdf
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Abstract
The aim of this thesis is to explore the relationship amongst Ambidextrous Leadership, Innovation Adoption and Absorptive Capacity by investigation on heavy equipment manufacturing firms in China. The theoretical model proposed in this thesis addresses the relationship between senior managers’ ambidextrous leadership and the process of innovation adoption from the perspective of Absorptive Capacity. Ambidextrous Leadership is defined by Rosing, Frese and Bausch (2011, p.956) as a unique style of innovation leadership, which utilises opening and closing leader behaviours along with switches between them to address contradicting requirements embedded in the innovation process. Innovation Adoption refers to a process of organisational innovation that emphasises the development of innovation primarily through the adoption of external knowledge. Absorptive Capacity is fundamentally a learning process that enables organisations to innovate through absorbing knowledge from the external environment.
This thesis uses a multiple-case study strategy, and collects data through semi-structured interviews, non-participating observation and company documents. Furthermore, data triangulation is employed to confirm factors in the theoretical model and to identify emerging factors.
This thesis contributes to the development of the Ambidextrous Leadership theory that centres on the senior manager level in the targeted industry. To my best knowledge, this is also the first study to focus on the relationship between the senior manager’s ambidextrous leadership and innovation adoption in China.
The results produced by this thesis give value to future Innovation and Ambidextrous Leadership researchers and proffers further insight for practitioners in the heavy equipment manufacturing industry in China.
| Type of Work: | Thesis (Doctorates > Ph.D.) | |||||||||
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| Award Type: | Doctorates > Ph.D. | |||||||||
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| Licence: | All rights reserved | |||||||||
| College/Faculty: | Colleges (2008 onwards) > College of Social Sciences | |||||||||
| School or Department: | Birmingham Business School, Department of Management | |||||||||
| Funders: | None/not applicable | |||||||||
| Subjects: | T Technology > TS Manufactures | |||||||||
| URI: | http://etheses.bham.ac.uk/id/eprint/9017 |
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