Acting ambidextrously in retail banking to achieve service and sales goals simultaneously: A multilevel perspective

University of Canterbury
Publication Type:
Conference Proceeding
Proceedings of the Australian and New Zealand Marketing Academy Conference 2010, 2010, pp. 1 - 9
Issue Date:
Full metadata record
Files in This Item:
Filename Description SizeFormat
2009008247.pdf174.24 kBAdobe PDF
Ambidexterity refers to an organizations capacity to achieve two seemingly conflicting goals simultaneouslyin this study, the ability of customer-facing employees to achieve sales and service goals at the same time. We examine a range of organizational contextual variables (i.e. empowerment, team support, fairness of rewards, and transformational leadership) to empirically model the antecedents of ambidexterity at the individual and branch levels in a retail banking setting. We found that all the contextual variables have a significant impact on branch ambidexterity at the individual level; however, only empowerment, team support, and fairness of rewards have a significant group-level effect on branch ambidexterity. We also found a positive relationship between branch ambidexterity and branch financial performance.
Please use this identifier to cite or link to this item: