Organizational Ambidexterity: An Empirical Examination of Organizational Factors as Antecedents of Organizational Ambidexterity

Akdoğan, A. Asuman; Cingöz, Ayşe; Akdoğan, Şükrü

doi:10.20460/jgsm.2009318458

Cited by 10 publications

(3 citation statements)

References 21 publications

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“…Organizational Ambidexterity Scale: To measure organizational ambidexterity, the 12-item Lubatkin Organizational Ambidexterity Scale developed by Lubatkin et al (2006, p.669) is used. Translated into Turkish and validated by Akdoğan et al (2019), the Lubatkin Organizational Ambidexterity Scale includes two subscales reflecting dimensions of 'exploratory strategies' with six items (e.g., "The success of our business is built on the ability to discover new technologies"), and 'beneficiary strategies' with six items (e.g., "Our business focuses on reducing costs while improving quality"). A 5-point Likert scale (1 = strongly disagree; 5 = strongly agree) was used to rate the items.…”

Section: Figure 1 Research Modelmentioning

confidence: 99%

Organizational Ambidexterity, Digital Transformation, and Strategic Agility for Gaining Competitive Advantage in SMEs

Ürü,

Gözükara,

Ünsal

2024

Sosyal Mucit Academic Review

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This study aims to examine the effects of strategic agility and environmental dynamism on the relationship between organizational ambidexterity and digital transformation and competitive advantage in small-scale SMEs. A quantitative research method is used in the study. The research population is the managers of 17451 small-scale SMEs in the wholesale and retail trade sector within the provincial borders of Istanbul, which employ less than 50 employees annually and whose annual net sales revenue or financial balance sheet does not exceed 25 million Turkish Liras according to the data of the end of 2020. An online survey was sent to the managers of 450 small-scale SMEs reached by convenience sampling method and the data obtained from 366 valid surveys were analyzed through the Smart PLS program. According to the research results, organizational ambidexterity and digital transformation are positively related to competitive advantage. In addition, it is determined that digital transformation has a partial mediating role on the relationship between small-scale SMEs’ ambidexterity and competitive advantage, and strategic agility has a moderating role on this relationship. On the other hand, it is concluded that environmental dynamism does not have a moderating role on the relationship between small-scale SMEs’ ambidexterity and competitive advantage.

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Section: Figure 1 Research Modelmentioning

confidence: 99%

Organizational Ambidexterity, Digital Transformation, and Strategic Agility for Gaining Competitive Advantage in SMEs

Ürü,

Gözükara,

Ünsal

2024

Sosyal Mucit Academic Review

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“…Being at the two extremes implies that on a scale ranging from organic to mechanistic, the mid-point is mixed organizational designs. These were adapted from past studies (Akdogan, Akdogan & Cingoz, 2009;Ogollah, 2012). The dependent variable organizational performance, which was measured by adopting measures of performance from sustainable balanced scorecard by Hubbard (2009) that considers six indicators of performance; financial, internal processes, customer satisfaction, learning, and innovation, societal and environmental perspectives, using Likert-scale instrument adopted with modifications from Hubbard (2009).…”

Section: Operationalization Of the Study Variablesmentioning

confidence: 99%

Mediation by Organizational Design in the Influence of Organizational Ambidexterity on the Performance of Large Manufacturing Firms in Kenya

Mutisya

K’Obonyo²,

Ogollah

et al. 2020

JMS

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The aim of this study was to establish the role of organizational design in the organizational ambidexterity - performance relationship among large manufacturing firms (LMFs) in Kenya. The studies linking ambidexterity to organizational performance are few and with mixed findings. The few studies indicate that there is no clear ambidexterity - organizational performance relationship. The research was founded on dynamic capabilities and configurations theories. Based on the reviewed literature, a conceptual model and hypotheses were formulated. The study was guided by positivist philosophy. The population of the research was the entire 107 Kenyan large manufacturing firms (LMFs). Cross-sectional research design was used. Primary data in respect of predictor variables was used and was collected using a structured questionnaire. The respondents were the senior managers of the large manufacturing firms (LMFs) in Kenya; namely Chief Executive Officers/Managing Directors (CEOs/MDs) or General Managers (GMs), or Heads of departments (HODs). Descriptive statistics, correlations, linear, multiple and hierarchical regressions were applied in the data scrutiny and interpretation. The study results showed partial organizational design mediating role in the organizational ambidexterity - performance association of LMFs in Kenya. The study findings are useful to practitioners and managers of LMFs, policymakers in government as well as scholars and researchers. The study recommends further studies on the mediating role of organizational design, different variable operationalization, diversify respondents and context as well as longitudinal study.

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“…Diğer bir tanıma göre ise örgütsel ustalık, işletmelerin ürünler, piyasa ve teknolojik gelişmeler arasında uzun dönemli uyum sağlayabilme, kısa dönemli karlılık ve sürdürülebilir koordinasyon yeteneklerine sahip olmaları olarak tanımlanmaktadır (Chaharmahali ve Siadat, 2010: 6-7). İşletmelerin birbirinden farklı araştırıcı ve yaralanıcı stratejileri bir arada kullanabilme yeteneklerine örgütsel ustalık denmektedir (Akdoğan, Akdoğan ve Cingöz, 2009;Cingöz ve Akdoğan, 2015: 59).…”

Section: öRgütsel Ustalıkunclassified

Organizational ambidexterity in SMEs in Turkey: combination of conflicting organizational strategies

Yıldız¹,

Karatas²

2017

Pressacademia

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The aim of this study is to determine the level of organizational ambidexterity in terms of small and medium enterprises (SMEs) and to detect how many SMEs are involved in the ambidextrous group in Turkey. Data was collected with using convenience sampling method from managers working in different sectors in Turkey. The data were analyzed using IBM SPSS 21.0. Findings revealed that approximately 50% of SMEs (298 enterprises) are the high-level ambidexterity. Ambidexterity means to an organization's ability to pursue both exploitative and exploratory orientation. Ambidextrous organizations can use exploitative and exploratory strategies concurrently. Accordingly, in today's business world where change, environmental uncertainty, and sustainable competitive advantage are important, organizational ambidexterity provides organizations adaptability capabilities. Also, this study provides theoretical and practical implications for further research.

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Organizational Ambidexterity: An Empirical Examination of Organizational Factors as Antecedents of Organizational Ambidexterity

Abstract: ABSTRACT

Cited by 10 publications

References 21 publications

Organizational Ambidexterity, Digital Transformation, and Strategic Agility for Gaining Competitive Advantage in SMEs

Organizational Ambidexterity, Digital Transformation, and Strategic Agility for Gaining Competitive Advantage in SMEs

Mediation by Organizational Design in the Influence of Organizational Ambidexterity on the Performance of Large Manufacturing Firms in Kenya

Organizational ambidexterity in SMEs in Turkey: combination of conflicting organizational strategies

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