Studies have been proved that the implementation of organizational ambidexterity in company is an advantage in order to have a long life expectancy. However, companies tend to abandon organizational ambidexterity. One of the reason is because the implementation of it's aspects tend to induce conflicts. The conflicts due to the implementation of organizational ambidexterity in a company can impact the employees. The aim of this research is to measure the mediation effect from organizational justice in the relationship between organizational ambidexterity and irritation. In the measurements were included the aspects of organizational ambidexterity, which are exploitation and exploration, the aspects of irritation, which are emotional and cognitive irritation, and the aspects of organizational justice, which are distributional justice, interactional justice and procedural justice. There was a full mediation effect of distributional justice in the relationship between exploitation with irritation and there was also a full mediation effect of distributional justice in the relationship between exploitation with cognitive irritation. There were 26 foreign physicians as respondents in this research. This research measured an indirect mediation effect with the SPSS program from Andy F. Hayes. This research revealed that the hospitals implemented exploitation and the highest correlation was between distributional justice and cognitive irritation.

1. The Role of Organizational
Justice as Mediation between
Organizational Ambidexterity
and Irritation among Foreign
Physicians in Germany
Lovely Christi Zega, S.Psi., M.Sc. Psych.
University of Trier, Germany
Zega Network

3. Telecommunication

4.  Average lifespan for companies in 1920s was 67 years to 15
years in 2015.
 Only 12,2% Fortune 500 Companies in 1955 → 2014.
 88% 2014: merged, bankrupt or fell off the list.

6. Creative destruction.
McCraw (1942)

7. Organizational Ambidexterity
Duncan (1976)
Exploitation
 Reusing existing
knowledges, technologies,
customers, skills, processes,
and structures.
 Characteristics: efficiency,
production and
routinization.
 Risks: competency (or
success) traps, inertia and
obsolescence.
Exploration
 Gaining new knowledge,
creating innovative
technologies, new products,
and new markets.
 Characteristics: search,
discovery, experimentation,
risk taking and innovation.
 Risks: uncertain, more
distant in time, and could
be a threat to existing
organizational units.

8. Advantages
 enhances performance
 improves satisfaction of customers and upper-level managers
 positively relates to company reputation and prestige
 positively correlates with innovation
 applicable across a wide variety of industries
 higher sales growth
 longer survival
 positively associates with market share and return on
investment
 enhances financial performance
 promotes organizational growth and adaptation

9. Irritation
Mohr (1986)
Emotional Irritation
 feeling of nervousness
with a state of slight
aggressiveness at the
same time
 anxiety
 reduce of motivation
Cognitive Irritation /
Rumination
 depression
 distraction from the actual
tasks
 reduce performance
 decrease of cognitive
flexibility

10. Advantages
 conscientiousness
 work commitment
 reinforcement

11. Organizational Justice

12. Distributive Justice
 fairness as an outcome of a decisions
 pay satisfaction, promotion, recognition, etc
 education, skill, effort, experience, etc
 Risks: anger, suspicion, sabotage, theft, withdrawal
behaviors, stress, lack of trust, poor morale, and low
productivity, intention to leave.
 Advantages: work quality, cooperation, job performance,
reduced anxiety due to change.

13. Procedural Justice
 fair procedures in order to obtain a decision
 participation in the decision-making process or having
influence on the outcome
 Risks: turnover intention, reduces cooperation in strategy
execution, sabotage, consideration of litigation.
 Advantages: organizational commitment, trust, acceptance
of change, obedience, support, cooperation, loyalty, job
satisfaction, open, participative, and supportive
communication climate.

14. Interactional Justice
 management and employees treat one another with respect
 Risks: employees’ negative reactions, withdrawal behaviors.
 Advantages: higher quality relationship in workplace and
higher job performance, citizenship behaviors, develop pro-
active attitude at work.

15. Hypothesis
 Hypothesis 1: There is a positive correlation between
organizational ambidexterity with irritation.
 Hypothesis 2: There is a positive relationship between
organizational ambidexterity and organizational justice.
 Hypothesis 3: There is a negative relationship between
organizational justice and irritation.
 Hypothesis 4: The relationship between organizational
ambidexterity and irritation is mediated by organizational
justice.

16. Sample
 purposive random sampling
 foreign physician in Germany
 26 participants (17 male and 9 female)
 between 20-29 years old and 50-59 years old
 most of them came from Europe
 in Germany for 5 to 10 years
 first language was not German language
 did not study in Germany
 same hospital and same position for between 1-5 years
 contract employees
 work full time between 40-49 hours per week
 mostly work in Bavaria

17.  Questionair: organizational ambidexterity, procedural
justice, distributional justice, interactional justice, and
irritation.
 Email
 Foreign name
 Mediation effect with the SPSS program from Andy F. Hayes

18. Results
 Hypothesis 1 ≠ no relationship between organizational ambidexterity
with irritation.
 Hypothesis 2 ≠ no relationship between organizational ambidexterity
with organizational justice. Nevertheless, exploitation was significantly
correlated with organizational justice, distributional justice, interactional
justice, and procedural justice.
 Hypothesis 3 = negative correlation between organizational justice and
irritation.
Organizational justice also had a significantly negatively relationship with
cognitive irritation.
Distributional justice was negatively significantly correlated with irritation
and cognitive irritation.
Interactional justice had also a negatively significantly relationship with
cognitive irritation.

19. Hypothesis 4
 ≠ no significant relationship of organizational ambidexterity
and irritation that mediated by organizational justice.
 distributional justice fully mediated the relationship of
exploitation and irritation.
 distributional justice fully mediated the association between
exploitation and cognitive irritation.

20. Conclusions
 No significant support that the hospitals conducted
organizational ambidexterity and exploration.
 The hospitals apply exploitation and organizational justice.
 Organizational justice is significant strategy to reduce
irritation, especially cognitive irritation.
 Interactional justice is significant to reduce cognitive
irritation.
 Distributional justice is the most significant strategy to
reduce irritation, especially cognitive irritation.

21. Thank you very much for your
attention.
Questions, critics, comment?

22.  Lovely C. Zega, S.Psi., M.Sc. Psych.
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