Key enabling factors for organizational ambidexterity in the public sector

Abstract

PurposeThe capability of an organization to perform not only incremental quality improvements to the existing processes and products but also innovative or radical improvements that explore new opportunities is referred to as organizational ambidexterity. Research indicates that the long-term success of organizations demands a dynamic balancing of and excelling at both perspectives. However, there is considerably less clarity as regards how this can be achieved. The purpose of this paper is to empirically explore enabling factors for organizational ambidexterity in the public sector.Design/methodology/approachThis study is a qualitative study based on interviews with managers at two public organizations in Sweden. The analysis is conducted using a soft system methodology.FindingsNine enabling factors for organizational ambidexterity are identified and presented in two pictures inspired by the Soft System Methodology. The study indicates that it above all is important to create leeway for exploration to achieve organizational ambidexterity in the public sector. The study strengthens the belief that some quality movement values and tools can be considered important, whereas others can counteract the ability to achieve organizational ambidexterity in public administration.Practical implicationsPractitioners and scholars can use the identified enablers and the Soft System Methodology presented in this study to examine and develop the organizational ambidexterity of other public organizations.Originality/valueThis study explores empirically the concept of ambidexterity in the public sector, a perspective that few previous scholars have studied.