The effects of organanizational agility on organizational performance
the mediating role of ambidexterity
DOI:
https://doi.org/10.23925/2179-3565.2025v16i2p114-123Keywords:
Agility, Exploration, Exploitation, Ambidexterity, Organizational PerformanceAbstract
Ever-increasing organizational needs for dynamism and progress in performance and product have highlighted the crucial role of innovation in organizations. However, this emphasis on innovation often leads managers to overlook efficiency aspects of organizations or place them at the periphery of attention. The importance of exploitation and exploration varies depending on organizational conditions. This paper aims to investigate organizational ambidexterity as a mediator in the influence of agility on firm performance. Whereas the literature appreciates a good volume of work in the areas of organizational performance and agility, there is still a lack of support for the debate surrounding the two sides of ambidexterity, especially in the area of balancing between exploitation and exploration. This study uses an online survey-based approach to collect data from 276 SME managers in Turkey to test the proposed research model. The collected data have been analyzed by conditional process analysis using the PROCESS macro for SPSS. In the end, the results of the models confirmed that organizational agility has meaningful effects on organizational performance, and both exploitation and exploration had meaningful effects on organizational performance. The mediating role of ambidexterity has also been confirmed in this study.
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