Distributed leadership, open innovation, and organisational ambidexterity: the moderating roles of connectedness and environmental dynamism

Abstract

Organisational ambidexterity in a firm is significantly influenced by leadership. The relationship between distributed leadership and organisational ambidexterity has attracted the attention of scholars. However, the specific influence and internal mechanism are still unclear. Based on 274 questionnaires from senior managers in mainland China, this study clarifies the effect of distributed leadership on organisational ambidexterity and assesses the mediating role of open innovation and moderating roles of organisational connectedness and environmental dynamism. Our results indicate that distributed leadership has a positive effect on organisational ambidexterity and that the relationship is partially mediated by inbound and outbound open innovation. Organisational connectedness and environmental dynamism positively moderate the relationship between distributed leadership and open innovation (inbound and outbound open innovation) and the relationship between inbound open innovation and organisational ambidexterity. This study expands the driving factors of organisational ambidexterity and enriches the situational factors.