Abstract
Impact of strategic capabilities on organizational ambidexterity in the commercial banks in Jordan: The mediating role of knowledge management
Highlights
Organisations continually need to develop new products and services to cope with the complexity and rapid changes in business environments (Xinwei et al, 2018)
The result of this study referred that knowledge management mediates the relationship between strategic capabilities and organizational ambidexterity
This study aimed to examine the impact of strategic capabilities on organisational ambidexterity, as well as the mediating role of knowledge management between these variables
Summary
Organisations continually need to develop new products and services to cope with the complexity and rapid changes in business environments (Xinwei et al, 2018) These changes require the ability of organisations to integrate and reconfigure both internal and external resources and skills that are harmony with the business environment to adopt optimal strategies in order to achieve long horizon goals (Adil et al, 2015; O’Reilly & Tushman, 2008). Proper knowledge management helps to choose the optimal strategy, as well as support decision-making processes that influence on the organisation's outcomes (Al-Hawary & Alwan, 2016) It can enhance the employees' ability to create new products and services which enable an organisation to enter new markets or increase market share (Abuzyead & Sherif, 2017; Donate & Sánchez de Pablo, 2015; Malkawi & Rumman, 2016). This study investigates the relationship between strategic capabilities and organisational ambidexterity, as well as the mediating role of knowledge management in this relationship
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