TY - JOUR

T1 - Leading Knowledge Exploration and Exploitation in Schools

T2 - The Moderating Role of Teachers' Open Innovation Mindset

AU - Özdemir, Nedim

AU - Çoban, Ömür

AU - Buyukgoze, Hilal

AU - Gümüş, Sedat

AU - Pietsch, Marcus

N1 - Publisher Copyright: © The Author(s) 2024.

PY - 2024/12

Y1 - 2024/12

N2 - Aim: The purpose of this paper is to identify teacher-level latent profiles of open innovation mindset and explore how these profiles moderate the effects of leader-member exchange on their exploitation and exploration activities. We also aim to investigate the indirect effects of principal transformational leadership on exploration activities via leader-member exchange. Research Design: Using a sample of 3,075 teachers working in 261 schools from 12 provinces across Türkiye, this study, first, employed a moderation analysis with latent profiles variables and, second, conduct a two-level structural equation model. Findings: Latent profile analysis produced three types of teacher mindset profiles: growth, average, and fixed. Findings indicate the quality of the dyadic exchange with the school principal did not influence engagement in exploitation activities of teachers with a growth mindset, whereas it contributed to the exploration activities of those teachers. Our results showed that when teachers perceived that their principal exhibited a higher level of transformational leadership behavior, they were more likely to have a higher leader-member exchange, which in turn increased the teachers’ exploration behavior. Implications: This study highlights both exploitative and explorative activities are facilitated by high-quality work-related social processes within the school, and we need to recognize affective and relational contexts in the schools, as they are primarily social institutions.

AB - Aim: The purpose of this paper is to identify teacher-level latent profiles of open innovation mindset and explore how these profiles moderate the effects of leader-member exchange on their exploitation and exploration activities. We also aim to investigate the indirect effects of principal transformational leadership on exploration activities via leader-member exchange. Research Design: Using a sample of 3,075 teachers working in 261 schools from 12 provinces across Türkiye, this study, first, employed a moderation analysis with latent profiles variables and, second, conduct a two-level structural equation model. Findings: Latent profile analysis produced three types of teacher mindset profiles: growth, average, and fixed. Findings indicate the quality of the dyadic exchange with the school principal did not influence engagement in exploitation activities of teachers with a growth mindset, whereas it contributed to the exploration activities of those teachers. Our results showed that when teachers perceived that their principal exhibited a higher level of transformational leadership behavior, they were more likely to have a higher leader-member exchange, which in turn increased the teachers’ exploration behavior. Implications: This study highlights both exploitative and explorative activities are facilitated by high-quality work-related social processes within the school, and we need to recognize affective and relational contexts in the schools, as they are primarily social institutions.

KW - Educational science

KW - ambidexterity

KW - eader-member exchange

KW - open innovation mindset

KW - transformational leadership

KW - latent profile analysis

KW - microfoundations, exploration

KW - exploitation

UR - http://www.scopus.com/inward/record.url?scp=85204808744&partnerID=8YFLogxK

UR - https://www.mendeley.com/catalogue/406ce000-928d-3748-9ea8-1ad4853ff7db/

U2 - 10.1177/0013161X241281391

DO - 10.1177/0013161X241281391

M3 - Journal articles

VL - 60

SP - 668

EP - 717

JO - Educational Administration Quarterly

JF - Educational Administration Quarterly

SN - 0013-161X

IS - 5

ER -