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

Yu, Y; Patterson, P; Ruyter, K

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

Yu, Y Patterson, P Ruyter, K

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Publisher:: University of Canterbury
Publication Type:: Conference Proceeding
Citation:: Proceedings of the Australian and New Zealand Marketing Academy Conference 2010, 2010, pp. 1 - 9
Issue Date:: 2010-01

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Field	Value	Language
dc.contributor.author	Yu, Y	en_US
dc.contributor.author	Patterson, P	en_US
dc.contributor.author	Ruyter, K	en_US
dc.contributor.editor	Ballantine, P	en_US
dc.contributor.editor	Finsterwalder, J	en_US
dc.date	2010-11-29	en_US
dc.date.issued	2010-01	en_US
dc.identifier.citation	Proceedings of the Australian and New Zealand Marketing Academy Conference 2010, 2010, pp. 1 - 9	en_US
dc.identifier.isbn	978-0-473-17820-8	en_US
dc.identifier.uri	http://hdl.handle.net/10453/16694
dc.description.abstract	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.	en_US
dc.publisher	University of Canterbury	en_US
dc.relation.ispartof	Proceedings of the Australian and New Zealand Marketing Academy Conference 2010	en_US
dc.relation.ispartof	Australian and New Zealand Marketing Academy Conference	en_US
dc.title	Acting ambidextrously in retail banking to achieve service and sales goals simultaneously: A multilevel perspective	en_US
dc.type	Conference Proceeding
utslib.location	Christchurch, New Zealand	en_US
utslib.location.activity	Christchurch, New Zealand	en_US
utslib.for	1505 Marketing	en_US
dc.location.activity	Christchurch, New Zealand	en_US
dc.location.activity	ISI:000277716200024
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Strength - CMOS - Centre for Management and Organisation Studies
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.place-of-publication	Christchurch, New Zealand	en_US
pubs.start-date	2010-11-29	en_US

Abstract:

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.

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http://hdl.handle.net/10453/16694