UNVEILING THE DYNAMICS OF HYBRID AMBIDEXTERITY: A STUDY ON EVOLVING ORGANIZATIONAL ROLES FOR EMPLOYEES AND LEADERS IN PROCESS-DRIVEN ENTERPRISES

Abstract

In response to the contemporary challenges in the economic environment, organizations are compelled to seek management concepts and methods that enable dynamic adaptation to factors generated in their surroundings. This pursuit has led to a quest for an integrative perspective on various management formulas within the systemic and structural dimensions of an organization. This article employs the principles of ambidexterity and Business Process Management (BPM). The study, conducted through a survey involving 332 large organizations in Poland (both ambidextrous organizations and those that have not implemented this concept), delves into the association between process-oriented employee and leadership roles concerning diverse approaches to achieving ambidexterity. The findings provide an overview of the surveyed large organizations, shedding light on the implemented roles of employees, leaders and process owners within the context of various ambidextrous strategies (structural, contextual, sequential, hybrid). All considered employee and leadership roles supported the ambidexterity strategy. The strength of the association was moderate at best.