Document Type : Original Article
Authors
1 PhD student in Public Administration, Islamic Azad University, Dehaghan Branch
2 Associate Professor, Department of Management, Islamic Azad University, Dehaghan Branch
Abstract
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.
Keywords
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