Dynamic Ambidexterity, Organizational Culture, and Psychological Well-Being: A New Direction Toward Problem-Solving Creativity

Abstract

Purpose: The organizational environment changes dynamically, sometimes beneficially and sometimes not. When the situation is uncertain and decisions must be made quickly, problem-solving creativity becomes crucial. This study aimed to empirically determine the effect of dynamic ambidexterity and organizational culture on problem-solving creativity by moderating psychological well-being variables with or without moderation. Design/methodology/approach: This research was conducted at businesses in the Yogyakarta area, with 300 employees as a sample. The data was obtained by distributing questionnaires online. The collected data is then processed with SPSS to test the validity, reliability, and descriptive analysis for each research variable. Meanwhile, SEM analyses the causal relationship according to the proposed hypothesis. Findings: The results show that dynamic ambidexterity and organizational culture significantly affect problem-solving creativity. Analysis of causal relationships involving moderating psychological well-being variables moderates the negative influence of dynamic ambidexterity and organizational culture on problem-solving creativity. Conclusion: The moderating variable of Psychological Welfare weakens the influence of Dynamic Ambidextrous Organizational Culture on Problem Solving Creativity. This conclusion provides implications for practical policies regarding the empirical role of Dynamic Ambidextrous Dynamics, Organizational Culture, and Psychological Welfare in efforts to strengthen Problem-Solving Creativity owned by employees.