Organizational Ambidexterity Research Articles

<b>Analysis of Knowledge Management, Organizational Ambidexterity and Financial Innovation in Banking Sector</b>

The banking industry is the backbone of an economy. The competition in the banking sector and the threat of a third financial crisis require banks to become more effective and efficient. It may be accomplished through financial innovation. The primary purpose of the research is to develop a framework for fostering financial innovation through evaluating the relationship among knowledge management (KM), organizational ambidexterity (OAMB), and level of financial innovation (LoFI) in the banking sector and to develop a framework. To achieve the research aim, a survey was carried out among the commercial banks of Pakistan. The findings of this research are based on 383 responses from Pakistan. The collected data was analyzed using structural equational modeling. Findings indicated that KM significantly influenced OAMB and LoFI, and OAMB significantly influenced LoFI. Moreover, organizational climate (OC) moderated the relationship between KM and OAMB, and environmental dynamism moderated the relationship between OAMB and LoFI. The researcher also analyzed the relationship between OAMB, KM, and LoFI and found that OAMB mediated the relationship between KM and LoFI. Based on the research findings, the researcher suggested that banks should enhance the level of KM and OAMB as these two things increase LoFI. Banks should also foster OC in a way that may enhance learning and sharing. Likewise, banks should also critically appraise the external environment to increase LoFI.

Ambidextrous cultural values in the management of organisational ambidexterity

PurposeThis paper first analyses the direct effect of quality management practices (QMPs) on organisational ambidexterity (OA). It then analyses the mediating influence of the values of ambidextrous culture (AC). A novel theoretical model is tested in a quantitative study of the organic agri-food sector.Design/methodology/approachQuantitative methods and an online survey were used to collect and analyse 239 valid questionnaire responses. The data analysis method was partial least squares (PLS).FindingsThere is a relationship between QMPs and OA. AC partially mediates this link, strengthening the direct relationship between the two variables.Originality/valueThe proposed model is novel and creates opportunities for new lines of research. The concept of QMPs is considered in all its dimensions (processes, people, customers and suppliers). The study reaffirms the importance of the novel concept of AC in the literature. In this study, OA is defined in terms of the balanced processes of exploitation and exploration. The choice of sector is another original feature of the study.

An encounter with the Nadler–Tushman congruence model and organizational ambidexterity

An encounter with the Nadler–Tushman congruence model and organizational ambidexterity

Toward Collective Ambidexterity in Public Sector Digital Initiatives: A Case of the Finnish Water Sector

The digital transformation era calls for digital innovations affecting the public sector, but such organizations often focus more on the efficiency and exploitation of current resources, ascribing less attention to explorative innovation. Innovation in new capabilities and technologies often require inter-organizational collaboration. In this context, public sector organizations do not operate in isolation—often engaging in interactions within their service sectors. While the contemporary literature on organizational ambidexterity primarily focuses on the balancing opportunities of a focal organization, radical sector-level development requires collaboration among various actors to achieve collective ambidexterity. Drawing on the research question of the influence of inter-organizational collaboration on the outcomes of digital initiatives, this exploratory case study on the Finnish water sector found that simultaneously operating modes of inter-organizational collaboration can facilitate different aspects of collective ambidexterity in an inter-organizational field and, consequently, the expected benefits from initiatives. Our theoretical contribution lies in demonstrating collaboration modes that can enhance specific aspects of collective ambidexterity. Accordingly, we suggest that collective ambidexterity through deliberately adopted modes of inter-organizational collaboration requires field-level facilitation in parallel with organizational ambidexterity. Furthermore, consequent practical implications for managing such collaborations are suggested for policymakers, interest groups, and the public sector.

Comparative Study on Workforce Transformation Strategy and SME Policies in Indonesia and Malaysia

Abstract This study aims to compare efforts to digitise SMEs in Indonesia and Malaysia, particularly in the Central Java and Kuala Terengganu regions, especially in the cultural context and perceptions of SME owners, in terms of workforce transformation. Data were collected on the creative industry SMEs in Central Java and Kuala Terengganu, with a sample size of 241 at each location. The collected data were then analysed using the ANOVA difference test and the SPSS regression test. This study’s results prove differences in the levels of agile leadership, organisational ambidexterity and workforce transformation in SMEs in Central Java, Indonesia and Kuala Terengganu, Malaysia. Agile leadership and organisational ambidexterity have also been shown to positively and significantly affect workforce transformation. The results of this study contribute to improving the theoretical understanding of SME workforce transformation in Indonesia and Malaysia, particularly the development of academic science in management. In addition, this study also provides information, recommendations, and references to SME entrepreneurs related to strategic planning to optimise performance in maintaining the sustainability of their businesses. This study also provides a practical contribution as a reference for improving the performance of SMEs in Indonesia and Malaysia.

Entrepreneurial Orientation Impact on the Innovation Ambidexterity: Evidence from the Industrial-Based Sector

Entrepreneurship, in many low-developed economies, plays an important role in defeating external distress. It is crucial in such situation that entrepreneurial firms resist and even grow. The purpose of this paper is to investigate how entrepreneurial orientation brings about organisational ambidexterity through the mediation role of intellectual capital in the context of a developing country. This paper reports research results combining a qualitative and quantitative evaluation. The exploratory study is based on qualitative case studies and in-depth interview data collected from 15 Tunisian small and medium enterprises (SMEs) in the industrial sector. Then, the methodology included a survey of 155 SMEs using a questionnaire and structural equation modelling analyses. The results reveal that SMEs leverage internal and external resources to pursue ambidexterity separately or simultaneously. The data were gathered from a sole informant from every firm. Consequently, more in-depth longitudinal study may be requisite to expand deeper insights into the used variables. SME managers need to focus on the specific barriers to ambidexterity and design effective mechanisms to advance the drivers of ambidexterity. The mechanisms to realize ambidexterity as branded in this study will assist SMEs in particular, and firms in general. A new shape of organisation is an open design allowing more outer acquaintance and resources to be riveted, which is claimed as a novel model for organisation. This study combined the concepts of entrepreneurial orientation and intellectual capital as the basis of innovation ambidexterity. Human, organisational and relational capitals are the intermediate mechanisms to explain the effect of entrepreneurial orientation. Moreover, the Tunisian specific context adds more novelty to this study.

The Organizational Ambidexterity of School Principals in Hebron Governorate from the Teachers' Point of View

This study aimed to determine the extent of organizational ambidexterity among school principals in Hebron governorate, as perceived by teachers. Additionally, it sought to investigate whether there were statistically significant differences, at a significance level of α≤ 0.05, in the average responses of the study sample members based on the following variables: gender, educational qualification, years of experience, and educational stage. The study adopted an analytical descriptive (quantitative) approach.
 
 During the academic semester of 2022/2023, a sample of 323 male and female teachers was selected using the stratified random sampling method. These teachers were given a questionnaire consisting of 46 items, divided into four areas: ambidexterity in optimizing opportunities, ambidexterity in exploring new opportunities, ambidexterity in maximizing material resources, and ambidexterity in maximizing human resources.
 
 The study findings revealed a high degree of availability of organizational ambidexterity among school principals, as perceived by teachers. The total score indicated an arithmetic mean of 3.88. Furthermore, there were no statistically significant differences, at a significance level of α≤ 0.05, in the average responses of the study sample regarding the availability of organizational prowess, with respect to the variables of educational qualification and years of experience. However, statistically significant differences were observed, at the same significance level, in the average responses of the study sample regarding the availability of organizational prowess, based on the variables of gender and educational stage.

Mediating Role of Dynamic Capabilities on the Relationship Between Organizational Ambidexterity and Firm Performance of Supermarkets in Kenya

Several businesses have established successful strategies in order to move their operations toward the desired future position. However, problems with performance have made it difficult to achieve the suggested future position. The possibility to grow and expand has been found in some supermarkets that embrace organizational ambidexterity. Existing research suggests that supermarkets poor performance can be attributed to informal retail competition, a lack of resource exploitation and exploration, ongoing employee training and development, and consumer preference for convenience because most informal retail locations are more easily accessible. Dynamic capabilities are a firm's ability to adapt and respond to changing environments effectively. They involve processes, routines, and skills that enable an organization to identify, assess, and seize opportunities or respond to threats. Examples of dynamic capabilities in the supermarket industry might include the ability to quickly adjust product offerings in response to changing customer preferences or rapidly reconfigure supply chain operations in response to disruptions. Dynamic capabilities can mediate the relationship between organizational ambidexterity and supermarket performance by enhancing exploration and exploitation. Organizational ambidexterity involves both exploration and exploitation activities. Dynamic capabilities play a crucial role in facilitating these activities. Supermarkets operate in a dynamic and competitive environment. Dynamic capabilities help them adapt to changing market conditions. For example, if a supermarket identifies a shift in customer preferences towards organic products, dynamic capabilities can help in quickly sourcing and stocking these products, thereby improving performance.

Entrepreneurial culture and disruptive innovation in established firms – how to handle ambidexterity

PurposeThe aim of this paper is to improve the understanding of strategies for how established companies can respond to disruptive innovation, handle increasing complexity, facilitate entrepreneurial culture and processes and successfully manage organizational ambidexterity.Design/methodology/approachA qualitative multiple-case study was conducted to explore successful practices of innovation ambidexterity (IA) and their organizational design, entrepreneurial culture and mindset, processes and leadership. Two internationally established firms that have launched and established IA programs provided deep insight, revealing their strategy and learning on the path toward effective IA.FindingsThe findings show that accepting and managing the inherent complexity increases within an ambidextrous organization strategy is a decisive factor in achieving effective IA. As a result, segmenting small organizational units and granting them extensive autonomy is proposed for managing the complexity of an organization while increasing its effectiveness. Furthermore, it is shown that this helps foster entrepreneurial culture, mindsets and processes as additional mediators for achieving effective IA. Coaching, empowerment and trust were identified as key factors of ambidextrous leadership values that encourage entrepreneurial behavior and decision-making.Originality/valueTo the best of the authors knowledge the first study connecting the research fields of complexity management, organizational ambidexterity theory and entrepreneurial culture while applying the fundamentals of systems theory to propose a practical management framework for successfully responding to disruptive innovation.

Quality-oriented human resource practices (QHRP), ambidextrous culture and organizational ambidexterity: a study of green agro-food companies

PurposeThe purpose of this paper is to examine the effect of quality-oriented human resource practices (QHRP) on organizational ambidexterity. Furthermore, the mediating role of ambidextrous culture in the relationship between QHRP and organizational ambidexterity was assessed.Design/methodology/approachDrawing on data from 350 green agro-food companies with two respondents in each company, structural equation models were used.FindingsThis paper has been drawn up to provide some responses to the needs of the companies to be ambidextrous while applying QHRP. The findings show that there is a positive effect of QHRP on organizational ambidexterity. In addition, ambidextrous culture mediated the relationship between QHRP and organizational ambidexterity.Practical implicationsThis research reveals key managerial aspects for QHRP implementation that facilitate firms to be more ambidextrous, and thus more efficient and innovative.Originality/valueThe authors illustrate the connection between quality-oriented human resource practices (QHRPs) and organizational ambidexterity under the dynamic capabilities theory. The findings contribute to the empirical evidence on the antecedents of organizational ambidexterity, and suggest that these specific QHRPs influence an organization's baseline beliefs and values and support the development of ambidextrous capabilities by means of an ambidextrous culture.

Developing Capabilities for Sustainable Business Models –Exploring Project Maturity for Innovation Processes

Companies must cultivate new dynamic capabilities to meet the demands for sustainable solutions in an uncertain and dynamic world. This longitudinal case study explores the significance of project maturity as a critical capability within complex innovation processes for developing sustainable business models. The purpose of the study is to gain a better understanding of the central factors companies encounter when making efforts to build sustainable business models through innovation projects. Tracking a market-leading company's journey from ideation to implementation over an extended period, this study focuses on creating a sustainable business emphasising waste reduction, heightened customer satisfaction, and profitability. Key insights emerge through qualitative methods, including interviews, observations, and document analysis. 
 The findings highlight the pivotal role of project maturity in innovation projects centred around sustainable value propositions. Project maturity is salient in creating an autonomous unit, fostering agility, and promoting open collaboration. It encompasses organisational ambidexterity and collaborative engagement with vital stakeholders. Furthermore, proficient project managers well-versed in agile project management and innovation processes and contextual resolution emerge as crucial drivers in innovation projects aimed at developing capabilities for sustainable business models. By tailoring project maturity to the specific needs of each project and integrating agile methodologies, organisations can forge the necessary capabilities for crafting sustainable business models. Additionally, dynamic capabilities can be cultivated by aligning projects with the overall business strategy and implementing practices that facilitate continuous learning and improvement. 
 This study underscores the importance of project maturity within innovation processes and its role in creating profitable and sustainable business models by developing new dynamic capabilities. The research findings offer valuable insights for businesses seeking to design effective innovation processes supporting sustainable business model realization.

The Impact of Organizational Dexterity in Promoting Strategic Supremacy: An Analytical Study of the Opinions of a Sample of Workers in the Karwanchi Group of Companies in Kirkuk Governorate

The objective of the current research is to determine the impact of Organizational ambidexterity in its dimensions (exploration, exploitation) in enhancing Strategic Supremacy in its dimensions (The Sphere of Influence, Competitor Compression, Competitive Configuration). As the research field is represented by (Kronje Group of Soft Drinks, Healthy Water, Natural Juices and Dairy Limited Companies), while the research community is represented by all the employees of the company, as the size of the community reached (450) workers, a random sample was selected from the community with a strength of (183) employees. The research adopted the analytical descriptive approach, while the research tool was the questionnaire, which was designed and distributed electronically, and the field side data was analyzed by adopting the ready-made statistical programming (SPSS.V25) as well as the (AMOS, V25) program. The research reached a set of conclusions, the most important of which is the impact of Organizational ambidexterity in its combined dimensions in achieving Strategic Supremacy. The Kronji group of companies is able to keep pace with the aspirations of customers and gain their satisfaction by providing distinguished services and renewable production lines. The research also recommended relying on what is dictated by the aspects of exploration and exploitation represented by Organizational ambidexterity when determining the organization's product portfolio and markets by transferring ideas and opportunities and putting them into practice.

Digital Transformation from Planning to Execution — A Strategic Framework based on Ambidexterity and Enterprise Architecture and Interoperability

The demand for business structures that respond more quickly to changes imposed by a competitive market makes digital transformation (DT) the driver of more agile and cost-effective production systems. From such perspective derives the following question: How does literature organize the main strategies demanded by the DT challenge in an organization? Based on a systematic literature review, this study aims to identify and analyze DT’s main characteristics, leading to the development of a framework to support its understanding from planning to execution. The Digital Transformation – Planning to Execution Framework (DT-P2EF) is divided into two conceptual blocks. The first block focuses on the DT planning, including the organizational requirements of an enterprise architecture (EA), the organizational characteristics based on the organizational ambidexterity (OA) introduction, and the barriers that may impact the DT, according to Enterprise Interoperability (EI). The second block of the framework regards the DT execution, the translation of the strategy defined and the performance monitoring of the DT in the organization. The DT-P2EF consists in identifying business influence factors and dimensions for a better understanding and development of the DT journey in enterprises.

Organisational ambidexterity and knowledge management: A systems perspective towards Smart Model‐based Governance

AbstractThe purpose of this paper is to propose a new framework for the governance of ‘modern’ smart organisations that integrates IT‐based orientation to decision‐making, systems thinking through system dynamics modelling and cybernetics. The design of the proposed framework is based on the key role played by knowledge in the governance of organisations. The literature on ambidexterity, organisational learning, knowledge management and systems thinking is the adopted research background. A synthesis of the connection points between these fields is proposed within a theoretical framework named Smart Model‐based Organisations. The main result of this work is represented by the proposed Smart Model‐based Governance (SMbG) framework and an example of application. There are two main findings related to the contribution of the proposed framework: the overcoming of ‘data‐based’ approaches that favour rigidity in knowledge governance and the contribution of systems approaches that, increasing organisational involvement, improve knowledge governance.

Towards an Integrated Framework of Antecedents and Outcomes of Organisational Ambidexterity

Ambidexterity is critical for organisations’ technological advancements and competitive advantage. The prior literature is fragmented and uses multiple constructs that impede the development of conceptual understanding and an integrated framework of antecedents and outcomes of organisational ambidexterity. This study uses a systematic review of 47 empirical studies to categorise its antecedents in each stream that relate to the impact of human resources (employee characteristics, social relationships) and organisational (organisational structure and environment) factors on ambidexterity. Further, this study also identifies different research streams that are linked to the outcomes of ambidexterity, such as individual level, team and department level, firm level and organisational level outcomes. The author discusses key findings in relation to their antecedents and outcomes, which will support the conceptual clarity of researchers and practitioners. By using methodological analysis, this review might provide new possibilities for future studies. This study further proposes an integrated framework that elucidates each stream of antecedents and outcomes of ambidexterity. This review provides a conceptual framework and research direction for forthcoming research on ambidexterity.

Environmental catastrophes and organizational ambidexterity: lessons from the Covid-19 experience

PurposeTaking an organizational perspective, this paper aims to understand how organizations respond to such strong and concurrent societal effects, and to answer the question, “How should researchers conceptualize the symbiotic relationship between society and business during a catastrophic societal event?”Design/methodology/approachThe authors highlight through numerous examples, the impact of COVID-19 on society is well-evidenced in the research. They also draw on such evidence of the effects of catastrophic societal events like COVID-19 to support the appropriateness of this conceptualization.FindingsThe authors found that organizations that use both short- and long-term activities concurrently are better able to tackle the concurrent short- and long-term effects of catastrophic events like COVID-19.Originality/valueThe authors use ambidexterity theory, supported by evidence derived from organizational responses to COVID-19, to offer a new and more comprehensive conceptualization that frames the concurrent and interrelated short-term and long-term organizational response to a catastrophic societal event. Further, they highlight the importance of studying such organizational responses in the context of the organization’s referent groups.

Green human resource management and sustainable development performance: organizational ambidexterity and the role of responsible leadership

Enterprise green human resource management (GHRM) strives to foster harmonious development among employees and the environment and among employees and the organization, as well as between employees and stakeholders, by stimulating individuals' green behavior, thereby enhancing the sustainable development performance of the enterprise. Based on the questionnaire data of 452 large enterprises in Beijing, Shanghai and Wuhan, China, from September 2021 to July 2022, and based on the optimal distinctiveness theory and stakeholder theory, this article examined the mediation mechanism and boundary conditions between GHRM and sustainable development performance of enterprises from the perspective of organizational ambidexterity. The results showed that 1) GHRM positively affected organizational ambidexterity and sustainable development performance; 2) organizational ambidexterity mediated the relationship between GHRM and sustainable development performance; 3) responsible leadership moderated the direct effect of GHRM on organizational ambidexterity; and 4) responsible leadership moderated the indirect effect of GHRM on sustainable development performance through organizational ambidexterity. At the organizational level, this study reveals the impact mechanism of GHRM on sustainable development performance and determines the boundary conditions of the impact.

A critical review of status quo and future directions of owner dynamic capabilities: Dimensions and key factors

Abstract Existing studies agree that owner dynamic capabilities are crucial in dynamic environments. Based on a systematic literature review of 44 research with CiteSpace and the content analysis method, this study aims to elucidate the dimensions and key factors of owner dynamic capabilities. Owner dynamic capabilities are studied in the context of a construction project due to their resource-constrained, goal-urgent, and uncertainty characteristics. Cognition capabilities, resilient change management capabilities, integrated organization capabilities, and strategic innovation capabilities are identified as the dimensions. Critical factors have also been analyzed at different levels. This study proposes a discriminatory framework of owner dynamic capabilities that combined organizational ambidexterity and resilience. Moreover, this study contributes to the clarification of the concept of owner dynamic capabilities and the enrichment of their knowledge hierarchy. Practitioners can track the main contradictions that owners are currently facing against the actual situation and seek strategies.

Embracing paradox and contingency: integration mechanisms for ambidextrous innovation portfolio management

PurposeThe purpose of this paper is to explore how organizations manage and integrate exploration and exploitation across the innovation project portfolio. Such ambidextrous capabilities are required for organizations to innovate and succeed in today's rapidly changing competitive environment. Understanding how exploration and exploitation projects are integrated can illustrate ways to enhance ambidexterity and boost learning for the benefit of both approaches.Design/methodology/approachA multiple-case study approach was used to explore innovation portfolio management in six large organizations that emphasize innovation in their strategies.FindingsThe findings draw upon concepts of paradox and contingency to reveal that the inherent tension between formality and flexibility in managing innovation project portfolios is aligned with the need for organizational ambidexterity that maintains effective exploitative innovation while supporting explorative innovation capabilities. Four integration mechanisms are identified that enhance ambidexterity across the innovation portfolio by embedding processes for transition from exploration to exploitation and cross-fertilizing knowledge to build innovation capability across both exploration and exploitation.Practical implicationsManagers may find inspiration on ways to enhance learning by bridging exploration and exploitation projects from the four types of integration mechanisms. Recognizing the paradoxical nature of the tension between formality and flexibility in project and portfolio management may also help guide organizations to effectively develop ambidextrous approaches to enhance overall innovation outcomes.Originality/valueIn contrast to perspectives which suggest that paradox and contingency approaches represent disparate perspectives, the authors demonstrate how they can complement each other and work together through innovation portfolio management to support ambidexterity at the portfolio and project levels.

Is the Effect of Organizational Ambidexterity and Technological Innovation Capability on Firm Performance Mediated by Competitive Advantage? An Empirical Research on Turkish Manufacturing and Service Industries

The strategic management literature reveals that organizational ambidexterity (OA) and technological innovation capabilities (TIC) have separate effects on competitive advantage (CA) and firm performance (FP). However, these two capabilities have not been investigated simultaneously and in comparison with the sector. The main aim of this study is to reveal the mediating role of CA in the effect of OA and technological innovation capabilities on FP. Using the research model based on quantitative data, the primary data were collected by applying an online survey to 770 people selected by the random sampling method from the textile/ready-made garment/leather sector representing the manufacturing sector and the information technology sector representing the service sector working under the Istanbul Chamber of Commerce (ICOC) in Istanbul. The data collected were analyzed using SPSS. The results showed that CA mediated positive and statistically significant effects of OA and technological innovation capabilities on FP, and this mediating effect differed by sectors. The current study provided insights into manufacturing and service sector firms. Based on these results, recommendations for researchers and firm managers are presented in the conclusion section.