Organizational ambidexterity

Banks are the financial institutions that collect assets from various sources and allocate them to the sectors that require liquidity. Therefore, banks are an inherent element in the system of every country. As private banks enter financial markets, the demand for diverse banking services increases dramatically. Banks seek to use various techniques to improve their performance in attracting customers to increase their market share and profitability. In this regard, assessing the performance of banks is of utmost importance and has become a major activity of bank managers. With the constant changes in the modern world and incessant attempts of competitors to increase their market share by gaining competitive advantage, special attention should be paid to ambidexterity as a key strategy to increase competitive advantage and achieve high performance in dynamic business environments. The present study aimed to identify the ambidextrous factors affecting the performance of banks and present a model to assess the performance of an ambidextrous bank using an agent-based modeling approach. The main objective of the research is to achieve an applied model for managing the performance of the banking industry. The simulation model is processed using the agent-based modeling approach in AnyLogic software environment.

This article examined the organizational ambidexterity model for digital innovation in the banking industry and explained the dimensions of the ambidexterity model in this organization. Regarding intense competition and rapid changes and variations in products, processes, and technologies in today's world, organizations and managers must be ambidextrous to remain successful over time; Ambidexterity means the ability to simultaneously succeed in two contradictory abilities, for example, ambidexterity such as taking advantage of present opportunities, and discovering and creating new opportunities for the future, adaptation, alignment, flexibility, and efficiency. But the key questions are “what are the dimensions and components of organizational ambiguity?”, and “What is the current and favorable situation of Saderat Bank of Iran in this regard? Orienting an organization as an integrated set in order to reach ambidexterity and sustain it requires a set of causal, contextual, interventional, and strategic factors which ultimately lead to the consequences of organizational ambiguity. This study identified the dimensions and components of organizational ambidexterity through reviewing the literature on organizational ambidexterity as well as interviewing an expert group and analyzing their viewpoints. Then, by distributing a researcher-made questionnaire and statistical analysis, it examined the research pattern in the current and desirable situation of the organization.

The aim of the study was to investigate the role of synergistic leadership of school principals and systematic innovation of school organization in organizational entrepreneurship with the mediation of organizational ambidexterity and teachers' productive behaviors. The research population was all the teachers of technical and vocational schools in Tehran province, and a sample of 364 teachers was selected from this population using proportional stratified random sampling based on Cochran's formula. The quantitative research method is correlation studies and covariance-based structural equation modeling approach. In order to collect data from the researcher-made Synergistic leadership questionnaire; the researcher-made Systematic innovation questionnaire; the Organizational ambidexterity questionnaire of Jansen (2006); the researcher-made Teachers' productive behaviors questionnaire; and the Organizational entrepreneurship questionnaire of Hughes & Morgan (2007) were used. The reliability and validity of questionnaires were evaluated by the Cronbach's alpha techniques, content validity ratio, exploratory factor analysis and confirmatory factor analysis. In order to analyze the data and test the research hypotheses, correlation matrix analysis and structural equation modeling were used by SPSS 25 and LISREL 10.5 software. The results showed that: synergistic leadership and systematic innovation had a direct, positive and significant effect on organizational ambidexterity, teachers' productive behaviors and organizational entrepreneurship. synergistic leadership and systematic innovation had a positive and significant indirect effect on organizational entrepreneurship through organizational ambidexterity and teachers' productive behaviors. The variables of synergistic leadership, systematic innovation, organizational ambidexterity and teachers' productive behaviors were able to explain 0.37 of the variance of organizational entrepreneurship