Organizational Ambidexterity

Kumkale, İlknur

doi:10.1007/978-981-16-7582-9_1

Cited by 7 publications

(7 citation statements)

References 61 publications

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“…Nevertheless, scholarly research on the concept of SC ambidexterity has demonstrated the potential to effectively balance obviously conflicting objectives (Wang et al, 2019). Organizations require ambidexterity as they are driven to reproduce their existing business strategies to achieve short-term success, while simultaneously adjusting to the ever-changing market conditions to ensure longterm viability (Kumkale, 2022). This study aims to investigate the role of SC ambidexterity as mediation on the impact of the SC collaboration and SC cooperation on the SC performance of oil and gas firms in the Kingdom of Saudi Arabia (KSA).…”

Section: Supply Chain Ambidexterity (Sc Ambidexterity)mentioning

confidence: 99%

Supply Chain Coordination and Supply Chain Cooperation Towards Supply Chain Performance: Mediating Role of Supply Chain Ambidexterity in the Kingdom of Saudi Arabia

Alahmad

2024

المجلة العلمية للدراسات والبحوث المالية والتجارية

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The most vital energy resources for modern society are oil and natural gas. These two fundamental factors might have a considerable impact in the development of international relations due to their strategic importance in global economic and political situation. Hence, this research designs a model to enhance the supply chain performance in the oil and gas companies in the kingdom of Saudi Arabia (KSA). The recent study aimed to examine the impact of the SC coordination and SC cooperation on the SC performance with the mediating effect of the SC ambidexterity in the oil and gas companies in KSA. A total of 300 questionnaires selected of the oil and gas companies in KSA using convenience sampling method. The study used SEM with SMART-PLS 4 to analyze the data collected.The measurement model applied to analyze the validity and reliability of the model, the path coefficient in the structural equation model used to test the study hypotheses. The results of this study support all of five direct effect hypotheses and two mediation hypotheses. The result of the study finds that SC collaboration has a significant impact on the SC performance and SC ambidexterity, and SC cooperation has a significant impact on the SC performance and SC ambidexterity. Also, the result of the study found significant impact of the SC ambidexterity on SC performance in the oil and gas companies KSA. Moreover, the result of the study confirms the mediating role of the SC ambidexterity on the impact of the SC collaboration and SC cooperation on SC performance. The study provides very important implications to the managers of the KSA to improve their supply chain performance to gain competitive advantage by applying model of SC collaboration, SC cooperation and SC ambidexterity in oil and gas industry.

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Section: Supply Chain Ambidexterity (Sc Ambidexterity)mentioning

confidence: 99%

Supply Chain Coordination and Supply Chain Cooperation Towards Supply Chain Performance: Mediating Role of Supply Chain Ambidexterity in the Kingdom of Saudi Arabia

Alahmad

2024

المجلة العلمية للدراسات والبحوث المالية والتجارية

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“…The company maintains several innovation projects, but they are organized within existing structures, reflecting an exploitative approach. Many organizations operate with such ambidextrous structures (Kumkale, 2022;O'Reilly & Tushman, 2011). The following quote from the study can illustrate the advantage of this organization:…”

Section: Organizational Autonomymentioning

confidence: 99%

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

Skyttermoen,

Wedum

2023

ECMLG

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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.

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“…Organizational meta-capabilities have their own hierarchy. High-level capabilities include: 1) strategic foresight, 2) strategic agility, and 3) organizational ambidexterity (Diego, Almodovar, 2022;Kumkale, 2022;Pinnsonealt, Choi, 2022;Clauss et al, 2021). The second level of capabilities is dynamic capabilities (Teece, 1997;Teece et al, 2018;.…”

Section: Ability To Sense Opportunities and Threatsmentioning

confidence: 99%

“…Despite the buzz created by such advanced technology-driven ecosystems, there is presently an insufficient understanding of whether such a wholesale adoption of digital technologies is going to enable organizations to enhance their capabilities to respond to a dynamic and uncertain business environment (Bal, Erkan, 2019). In the aftermath of the COVID-19 pandemic, organizational focus has been amplified with regard to developing high-level organizational capabilities such as strategic foresight, strategic agility, and organizational ambidexterity (Kumkale, 2022;Pinnsonealt, Choi, 2022). Strategic foresight has been defined as "the ability to create and maintain a high-quality, coherent and functional forward view and use insights arising in organizationally useful ways"), and is considered essential in developing second level meta capabilities, i.e.…”

Section: Introductionmentioning

confidence: 99%

Untitled

2022

Foresight and STI Governance

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It publishes original research articles, offering new theoretical insights and practice-oriented knowledge in important areas of strategic planning and the creation of science, technology, and innovation (STI) policy, and it examines possible and alternative futures in all human endeavors in order to make such insights available to the right person at the right time to ensure the right decision.The journal acts as a scientific forum, contributing to the interaction between researchers, policy makers, and other actors involved in innovation processes. It encompasses all facets of STI policy and the creation of technological, managerial, product, and social innovations. Foresight and STI Governance welcomes works from scholars based in all parts of the world.Topics covered include:• Foresight methodologies and best practices;• Long-term socioeconomic priorities for strategic planning and policy making;• Innovative strategies at the national, regional, sectoral, and corporate levels;• The development of National Innovation Systems;• The exploration of the innovation lifecycle from idea to market;• Technological trends, breakthroughs, and grand challenges;• Technological change and its implications for economy, policy-making, and society;• Corporate innovation management;• Human capital in STI; and many others.The target audience of the journal comprises research scholars, university professors, postgraduates, policy-makers, business people, the expert community, and others who are interested in S&T and innovation analyses, foresight studies, and policy issues. The journal is included into the 1st quartile (Q1) of the Scopus

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Organizational Ambidexterity

Cited by 7 publications

References 61 publications

Supply Chain Coordination and Supply Chain Cooperation Towards Supply Chain Performance: Mediating Role of Supply Chain Ambidexterity in the Kingdom of Saudi Arabia

Supply Chain Coordination and Supply Chain Cooperation Towards Supply Chain Performance: Mediating Role of Supply Chain Ambidexterity in the Kingdom of Saudi Arabia

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

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