Exploring the effects of intellectual capital architectures on organizational ambidexterity. An fsQCA approach

Purpose As the global market conditions become progressively more volatile and unpredictable, public and private organisations are increasingly pressured to rely on innovation and adaptability as crucial sources of sustained performance. Our study investigates the still underexplored link between organisational knowledge assets and contextual ambidextrous learning. Specifically, we study how different configurations of knowledge assets – also called intellectual capital architectures – influence an organisation’s ability to simultaneously pursue knowledge exploration and exploitation. Methodology We tested our model on a large hospital of about 250 beds and 35 wards located in the northern part of Italy. We surveyed health professionals by means of a structured questionnaire and also employed objective data in order to measure our outcome variables. Selected respondents included head physicians and assistants. Collected data were analysed using structural equations modelling (SEM) methodology in its PLS form and fuzzy set Qualitative Comparative Analysis (fsQCA). Originality/Value We propose and empirically explore the relation between intellectual capital architectures and organizational ambidexterity. In so doing we contribute to the debate concerning how organizations can simultaneously pursue both knowledge exploitation and exploration giving birth to ambidextrous learning processes. Also, by conciliating two bodies of literature that come from organizational learning and intellectual capital theory, our study extends the current understanding of the relationships between knowledge management activities and continuous improvement in healthcare. Practical implications Our study might have implications for managers of healthcare organizations in that it sheds first light on the responsibility hospital managers have to promote current practice improvement through a set of interventions aimed at increasing healthcare organisations’ intellectual capital.