How ambidextrous cultures influence learning by universities: Lessons from administrators

Abstract

ABSTRACT Universities face organisational challenges to learn and adopt administrative practices that aid both staff and educational development. Although the prospects of ambidexterity as an organisational learning strategy are appreciated in research and practice, understanding the nature of culture-based factors that support ambidextrous mindsets in educational settings remains underdeveloped. This article explores the ambidextrous culture-based enablers that foster ambidextrous learning by universities. Thematic analysis of semi-structured interview data from 32 university administrators within the Gulf Cooperation Council region serve as the basis for empirical insights. Findings from the interviews show that 2Es and 2Cs are culture-based enablers consisting of employee diversity, employee fairness, clear communication and consistent practice. From a theoretical perspective, the article contributes to knowledge by capturing the enabling factors of a culture-learning praxis for ambidexterity, while managerially, the article urges for dedicated ‘learning to learn’ action plans that develop best practice for ambidextrous learning by universities.