1- Department of Business Management, Faculty of Economic, Management and Administrative Sciences, Semnan University, Semnan, Iran (Corresponding Author) , hdamghanian@semnan.ac.ir
2- Faculty of Economic, Management and Administrative Sciences, Semnan University, Semnan, Iran.
2- Faculty of Economic, Management and Administrative Sciences, Semnan University, Semnan, Iran.
Abstract: (642 Views)
Abstract
Objective: Nowadays, organizational ambidexterity is recognized as a solution to increased competition in the market, and its realization requires the simultaneous use of exploration and exploitation. The current research was conducted aiming to identify the barriers to organizational ambidexterity in the private sector insurance companies of Iran.
Methodology: The research approach was mixed (qualitative-quantitative). In the qualitative part, using thematic analysis method and interviews with thirteen industry experts, the barriers to ambidexterity in the insurance industry were identified. In the quantitative part, the effectiveness and susceptibility of each barrier were investigated applying the Fuzzy DEMATEL method.
Findings: Barriers to organizational ambidexterity include twenty-three concepts and six themes. The themes are as follows: business plans, organizational culture, external environment, human resource management barriers, as well as employees’ and managers’ limitations. Among them, the most effective theme is business plan barriers, while employees’ limitations have the least impact.
Originality: Identification and prioritization of the barriers to organizational ambidexterity in the private insurance industry, which has not been studied before, provide a suitable opportunity for the companies in this industry to realize both exploitation and exploration at the same time.
Recommendations: We have formulated and implemented an action plan to remove organizational ambidexterity barriers in the order of their importance and effectiveness.
Type of Study: Research |
Subject:
Development Process
Received: Sep 09 2024 | Accepted: Oct 08 2024
Received: Sep 09 2024 | Accepted: Oct 08 2024
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