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Kharazmi University , sa_shahriari@yahoo.com
Abstract: (24 Views)
Purpose: Organizational ambidexterity is the organization's simultaneous ability to improve the efficiency of current activities and innovate for the future in order to maintain a sustainable competitive advantage. The aim of this study is to explain the impact of transformational leadership on organizational ambidexterity, emphasizing the mediating role of customer relationship management (CRM).
Design/methodology/approach: This applied research was conducted using a descriptive-correlational method and a structural equation modelling (SEM) approach. The analysis was multilevel (individual and firm level), and the statistical population included software manufacturing companies in Tehran. Data were collected using two standardized questionnaires (comprising 46 items) from 314 employees and 96 managers across 93 companies. The validity of the instruments was assessed using convergent and discriminant validity methods, and reliability was tested through Cronbach's alpha and composite reliability. Data analysis was performed using SmartPLS 4 software.
Findings: The results show that transformational leadership has a positive and significant effect on both customer relationship management (CRM) and organizational ambidexterity. CRM also positively and significantly influences organizational ambidexterity; therefore, its mediating role in the relationship between transformational leadership and ambidexterity is confirmed.
Value/Originality: The proposed model, as the main innovation of this study, introduces CRM as a strategic mediating capability, demonstrating that transformational leadership can foster organizational ambidexterity in software manufacturing firms through effective customer relationship management. These findings provide a deeper understanding of the behavioral mechanisms underlying the development of organizational ambidexterity.
Design/methodology/approach: This applied research was conducted using a descriptive-correlational method and a structural equation modelling (SEM) approach. The analysis was multilevel (individual and firm level), and the statistical population included software manufacturing companies in Tehran. Data were collected using two standardized questionnaires (comprising 46 items) from 314 employees and 96 managers across 93 companies. The validity of the instruments was assessed using convergent and discriminant validity methods, and reliability was tested through Cronbach's alpha and composite reliability. Data analysis was performed using SmartPLS 4 software.
Findings: The results show that transformational leadership has a positive and significant effect on both customer relationship management (CRM) and organizational ambidexterity. CRM also positively and significantly influences organizational ambidexterity; therefore, its mediating role in the relationship between transformational leadership and ambidexterity is confirmed.
Value/Originality: The proposed model, as the main innovation of this study, introduces CRM as a strategic mediating capability, demonstrating that transformational leadership can foster organizational ambidexterity in software manufacturing firms through effective customer relationship management. These findings provide a deeper understanding of the behavioral mechanisms underlying the development of organizational ambidexterity.
Keywords: Customer Relationship Management, Transformational Leadership, Organizational Ambidexterity, Exploration, Exploitation, Structural Equation Modeling.
Type of Study: Research |
Subject:
Development Process
Received: May 19 2025 | Accepted: Nov 02 2025
Received: May 19 2025 | Accepted: Nov 02 2025
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