Autumn                   Back to the articles list | Back to browse issues page

XML Persian Abstract Print


1- Department of Public Administration, Faculty of Management, Qazvin Branch, Islamic Azad University, Qazvin, Iran.
2- Department of Public Administration, The Institute for Management and Planning Studies, Tehran, Iran , frahnavard@imps.ac.ir
3- Department of Industrial Engineering, Qazvin Branch, Islamic Azad University, Qazvin, Iran
Abstract:   (631 Views)
Abstract
Purpose: The current research aimed to determine the dimensions and components of ambi/ tridexterity universities in Iran.
Methodology: The study was based on interpretive paradigm. It was also developmental in terms of its applied purpose, descriptive in terms of the nature of method, and qualitative in terms of fragmentary data. The statistical population consisted of the organizational experts and faculty members of the country's universities. A statistical sample of twenty-seven people was determined according to the characteristics and conditions required for the members of the Delphi panel and through the combination of targeted and accessible methods. To collect data, we applied closed and open-ended questionnaires and semi-structured interviews were used. Data were analyzed based on fuzzy Delphi approach and thematic analysis.
Findings: Based on  the analysis of the interview texts, the dimensions of an ambi/ tridexterity university include: a. exploitation dimension with seven components of organizational intelligence, empowerment, social capital, talent management, communication, meritocracy and organizational culture; b. exploration dimension with five components of flexibility of human resources, opportunity creating leadership style, creativity and innovation, training and development, and strategic targeting; c. sustainability dimension with four components of sustainable regional growth, commitment to sustainability, environmental measures and explanation of sustainability criteria.
Originality: Findings show that ample studies exist in the field of ambidexterity; however, most of them have only looked at the concept of ambidextrous organization emphasizing more on the balance between or the combination of exploitation and exploration dimensions. While, the present research, in addition to dealing with the concept of ambidextrous university, has proposed the third dimension of "sustainability" as an innovation in the concept of ambidextrous university. As such, we have promoted the concept to trinaldextrous university.
     
Type of Study: Research | Subject: Development Process
Received: Jul 23 2024 | Accepted: Nov 24 2024

References
1. Al-Ani, M. K., Al-Lawati, H. M., & Al-Amri, M. m. (2023), Disclosure of organizational ambidexterity activities and earnings quality in Oman, International Journal of Professional Business Review, 8(5), 1-25. [DOI:10.26668/businessreview/2023.v8i5.1393]
2. Alikhani, A. A. (2010), Methods of transformation and improvement of higher education and research in Iran. Journal of Iranian Higher Education, 3(2-1), 1-31. (In Persian)
3. Allami, F., Iranzadeh, S., Khadivi, A., & BudaghiKhajeh Nobar, H. (2021). Investigating the factors affecting ambidexterity in higher education and driving-dependence power analysis using interpretive-structural modeling, Jundishapur Education Development Journal, 12(1), 144-158. (In Persian)
4. Azar, A., Zabihi Jamkhaneh, M., & Mollaei, M. (2020). Investigating the impact of organizational agility on increasing organizational ambidexterity skills, Quarterly Journal of Development & Evolution Management, 42, 11-18. (In Persian)
5. Cao, Q., Gedajlovic, E., & Zhang, H. (2009). Unpacking Organizational Ambidexterity: Dimensions, Contingencies, and Synergistic Effects. Organization Science, 20(4), 781-796. [DOI:10.1287/orsc.1090.0426]
6. Cao, R., & Jiang, R. (2022). Resolving strategic dilemmas in ambidextrous organizations: An integrated second-order factor model perspective, Frontiers in Psychology, 13, PP; 1-17. [DOI:10.3389/fpsyg.2022.797645] [PMID] []
7. Centobelli, P., Cerchione, R., & Esposito, E. (2019). Exploration and Exploitation in the Development of more Entrepreneurial Universities: A twisting Learning Path Model of Ambidexterity. Technological Forecasting and Social Change, 141, 172-194. [DOI:10.1016/j.techfore.2018.10.014]
8. Chang, Y. C., Yang, P. Y. & Chi, H. R. (2016). Entrepreneurial Universities and Research Ambidexterity: A Multilevel Analysis, Technology Innovation, 54, 2-7. [DOI:10.1016/j.technovation.2016.02.006]
9. Clauss, T., Kraus, S., Kallinger, F. L., Bican, P. M., Brem, A., & Kailer, N. (2021), Organizational ambidexterity and competitive advantage: The role of strategic agility in the exploration-exploitation paradox, Journal of Innovation & Knowledge, 6, PP: 203-213. [DOI:10.1016/j.jik.2020.07.003]
10. Dzenopoljac, A., Dzenopoljac, V., Muhammed, S., Abidi, O., & Kraus, S. (2024), Intra-organizational knowledge sharing, ambidexterity and firm performance: Evaluating the role of knowledge quality, Journal of Knowledge Management, 28(11), 155-179. [DOI:10.1108/JKM-06-2023-0533]
11. Duncan, R. B. (1976). The ambidextrous organization: Designing dual structures for innovation. In R. H. Kilmann, L. R. Pondy and D. Slevin (eds.). The management of organization design: Strategies and implementation. NewYork: North Holland, PP: 167-188.
12. Etzkowitz, H. (2016). The Entrepreneurial University: Vision and Metrics, Industry and Higher Education, 30(2), 83-97. [DOI:10.5367/ihe.2016.0303]
13. Forte, S. H. A. C., Silva, M. F. R., & Neto, M. N. F. (2024). Determining factors of organizational ambidexterity in academic performance in private higher education institutions. Revista de Administração Mackenzie, 25(4), 1-30. [DOI:10.1590/1678-6971/eramc240195]
14. Fourné, S. P., Rosenbusch, N., Heyden, M. L., & Jansen, J. J. (2019), Structural and contextual approaches to ambidexterity: A meta-analysis of organizational and environmental contingencies, European Management Journal, 37, PP: 564-576. [DOI:10.1016/j.emj.2019.04.002]
15. Garcia‑Hurtado, D., Devece, C., Hoffmann, V. E., & Crisanto‑Pantoja, M. (2024). On entrepreneurial and ambidextrous universities. Comparative study in Ibero-American Higher Education Institutions, Sustainable Technology and Entrepreneurship, 3, PP: 1-9. [DOI:10.1016/j.stae.2024.100077]
16. Garcia‑Hurtado, D., Devece, C., Zegarra‑Saldana, P. E., & Crisanto‑Pantoja, M. (2022). Ambidexterity in Entrepreneurial Universities and Performance Measurement Systems: A Literature Review, International Entrepreneurship and Management Journal, 5(2), 1-22. [DOI:10.1007/s11365-022-00795-5]
17. Gibson, C. B., & Birkinshaw, J. (2004). The antecedents, consequences, and mediating role of organizational ambidexterity, Academy of Management Journal, 47, PP: 209-226. [DOI:10.2307/20159573]
18. Gholipour, M., & Kahani Moghadam, H. (2016). The importance and necessity of paying attention to the third generation university. Collection of selected works and articles from the 10th Congress of Pioneers of Progress, Tehran: Center for the Iranian-Islamic Pattern of Progress. 1, 1510-1516. (In Persian)
19. Guerreo, M., Gunningham, J., & Urbano, D. (2015). Economic Impact of Entrepreneurial Universities' Activities: An Exploratory Study of the United Kingdom. Research Policy, 44, 748-764. [DOI:10.1016/j.respol.2014.10.008]
20. Ho, G. T. S., Lau, H. C. W., Lee, C. K. M., & Ip, A. W. H. (2005). An Intelligent forward Quality Enhancement System to Achieve Product Customization, Industrial Management & Data Systems, 105(3), 384-406. [DOI:10.1108/02635570510590174]
21. Larran-Jorge, M., & Andrades-Pena, F. J. (2017). Analysing the Literature on University Social Responsibility: A Review of Selected Higher Education Journals, Higher Education Quarterly, 71, 302-319. [DOI:10.1111/hequ.12122]
22. Lis, A., Józefowicz, B., Tomanek, M., & Gulak-Lipka, P. (2018). The concept of the ambidextrous organization: Systematic literature review, International Journal of Contemporary Management, 17(1), PP: 77-97. [DOI:10.4467/24498939IJCM.18.005.8384]
23. March, J. G. (1991), Exploration and exploitation in organizational learning, Organization Science, 2(1), PP: 71-87. [DOI:10.1287/orsc.2.1.71]
24. Moradi, M., Ebrahimpour, M., & Mombini, Y. (2014). Ambidextrous organizations, competitive and entrepreneurial organizations, The Second National Conference on Entrepreneurship and Competitiveness, Mazandaran: University of Mazandaran. (In Persian)
25. Moradi, M., Keikhosro, Y., & Madani, F. (2015). Ambidextrous organizational culture and performance: The critical role of organizational ambidexterity, Organizational Culture Management, 13(4), 1245-1266. (In Persian)
26. Nasereddin, A., & Rababa, F. A. (2020). The Role of Strategic Entrepreneurship on Organizational Ambidexterity: A Case Study of Middle East University-Jordan, International Journal of Management, 11(12), 2558-2574. [DOI:10.34218/IJM.11.12.2020.240]
27. Ochie, C., Nyuur, R. B., Ludwig, G., Cunningham, J. A. (2022). Dynamic Capabilities and Organizational Ambidexterity: New Strategies from Emerging Market Multinational Enterprises in Nigeria, Thunderbird International Business Review published by Wiley Periodicals LLC, 1, 1-17. [DOI:10.1002/tie.22266]
28. Oliveira, D., Valentina, D., & Possamai, O. (2012). Forecasting Project Performance Considering the Influence of Leadership Style on Organizational Agility, International Journal of Productivity & Performance Management, 61(6), 653-671. [DOI:10.1108/17410401211249201]
29. O'Reilly, C. A., & Tushman, M. L. (2013). Organizational Ambidexterity: Past, Peresent, & Future. The Academy of Management Perspectives, 27(4), 324-338. [DOI:10.5465/amp.2013.0025]
30. Pellegrinelli, S., Murray-Webster, R., & Turner, N. (2015), Facilitating organizational ambidexterity through the complementary use of projects and programs, International Journal of Project Management, 33(1), PP: 153-164. [DOI:10.1016/j.ijproman.2014.04.008]
31. Peterka, S. O., & Salihovic, V. (2012). What is Entrepreneurial University and Why We Need it?, Economy of Eastern Croatia Yesterday, Today, Tomorrow, 1(3), 98-107.
32. Pourabedy, M. R., Moghimi, S. M., Gholipour, A., & Azar, A. (2015). Design and explanation of ambidexterity model in scientific & technological organizations (Evidence in ACECR), thesis of PhD, University of Tehran, Faculty of management. (In Persian)
33. Rashidi, Z. (2018). Analyzing the status of educational quality in Iranian universities and providing solutions for its improvement, Institute for Higher Education Research and Planning, Collection of Specialized Reports on Higher Education, 6, 1-91. (In Persian)
34. Sartori, P. P., & Garrido, I, L. (2023), Organizational ambidexterity and innovation: Propositions for the advancement of theory and practice, Brazilian Business Review, 4, 215-234. [DOI:10.15728/bbr.2023.20.2.6.en]
35. Simsek, Z. (2009), Organizational ambidexterity: towards a multilevel understanding, Journal of Management Studie, 46(4), PP: 597-624. [DOI:10.1111/j.1467-6486.2009.00828.x]
36. Soares, J. L., Reis, D. R. D. (2021). Organizational Ambidexterity in Higher Education Institutions: Proposition of Evolutive Stages of Ambidexterity, Rev. Adm. UFSM, Santa Maria, 14(1), 100-118. [DOI:10.1504/IJMIE.2020.108005]
37. Soares, J. L., Reis, D. R. D., Cunha, J. C. D., & Neto, P. J. S. (2018). Organizational Ambidexterity: A Study in Brazilian Higher Education Institutions, Journal of technology management & innovation, 13(3), 1-19. [DOI:10.4067/S0718-27242018000300036]
38. Teece, D. J., Peteraf, M. A., & Leih, S. (2016). Dynamic Capabilities and Organizational Agility: Risk, Uncertainty and Strategy in the Innovation Economy. California Management Revie, 58(4), 13-35. [DOI:10.1525/cmr.2016.58.4.13]
39. Tushman, M. L., & O'Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change, California Management Review, 38(4), PP: 8-30. [DOI:10.2307/41165852]
40. Vahedi, M., Panahian, H., Ghodrati, H., & Rasolian, M. (2022). Presenting a model for organizational ambidexterity in Tejarat Bank of Isfahan using combined methods of grounded theory and fuzzy Delphi. Journal of Productivity Management. 16(3), 151-187. (In Persian)
41. Venkataraman, S. (2004). Regional Transformation through Technological Entrepreneurship. Journal of Business Venturing, 19, 153-167. [DOI:10.1016/j.jbusvent.2003.04.001]
42. Yaghubi, A., Delgoshaei, Y., HosseiniTabaghdehi, l., & Kordestani, F. (2021). The role of organizational ambidexterity in commercializing knowledge to provide a model. Business Management Quarterly. 50, 597-622. (In Persian)
43. Yu, X., Chen, Y., Nguyen, B., & Zhang, W. (2014). Ties with Government, Strategic Capability, & Organizational Ambidexterity: Evidence from China's Information Communication Technology Industry, Information Technology & Management, 15(2), 81-98. [DOI:10.1007/s10799-014-0175-3]
44. Yuan, X., Hao, H., Guan, C., & Pentland, A. (2022). Which Factors affect the Performance of Technology Business Incubators in China? An Entrepreneurial Ecosystem Perspective. Plos One, 17(1), e0261922. [DOI:10.1371/journal.pone.0261922] [PMID] []
45. Yunita, T., Sanmoko, S., Bandur, A., & Alamslah, F. (2023), Organizational ambidexterity: The role of technological capacity and dynamic capabilities in the face of environmental dynamism, Heliyon, 9, 1-12. [DOI:10.1016/j.heliyon.2023.e14817] [PMID] []

Add your comments about this article : Your username or Email:
CAPTCHA

Rights and permissions
Creative Commons License This work is licensed under a Creative Commons Attribution 4.0 International License.

© 2025 CC BY-NC 4.0 | Management and Development Process

Designed & Developed by : Yektaweb