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Organizational ambidexterity: antecedents, performance and environmental uncertainty

Dimitrios Kafetzopoulos (Department of Business Administration, University of Macedonia, Thessaloniki, Greece)

Business Process Management Journal

ISSN: 1463-7154

Article publication date: 29 October 2020

Issue publication date: 17 May 2021

871

Abstract

Purpose

This paper is to examine whether organizational ambidexterity leads to success. Moreover, it attempts to understand how proactiveness and quality orientation might create and maintain ambidexterity. Environmental uncertainty as a moderator is also examined.

Design/methodology/approach

To achieve these objectives an empirical survey was conducted among 449 firms in Greece. Initially, EFA and then CFA were applied. Finally, the structural relationships among the latent factors were determined through SEM.

Findings

Organizational ambidexterity leads to superior business performance, moreover, the two antecedents were positively related to organizational ambidexterity. Environmental uncertainty acts as a moderator between organizational ambidexterity– business performance and proactiveness–organizational ambidexterity.

Research limitations/implications

A research challenge is to understand how organizations develop ambidexterity competency in different organizational structure. Moreover, it will be important to expand the model by taking into consideration different factors of antecedents, for example, type of innovation or different strategic orientations.

Practical implications

This study sends the message that companies focussing on specific antecedents can be led to higher ambidexterity capabilities, which in turn act as a catalyst for business improvement.

Originality/value

The proposed model provides plausible guidelines that advance organizational ambidexterity research in the companies.

Keywords

Citation

Kafetzopoulos, D. (2021), "Organizational ambidexterity: antecedents, performance and environmental uncertainty", Business Process Management Journal, Vol. 27 No. 3, pp. 922-940. https://doi.org/10.1108/BPMJ-06-2020-0300

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

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