Organizational Ambidexterity: A Study in Brazilian Higher Education Institutions

Abstract

The purpose was to understand how the ambidexterity degree (exploration + exploitation actions) can explain the variance of the number of students. As theoretical foundation, it was considered the arguments proposed by March (1991) and Tuschman and O'Reilly III (2004) about organizational ambidexterity (balance of incremental and radical innovation initiatives). About the methodology, a quantitative approach was used, and the sample counted with 79 executives of higher education institutions (HEI). For data analysis, descriptive statistics, chi-square, cluster analysis, correlation analysis and multiple linear regression were used. As outcome, the confirmation that ambidexterity can explain variance of the number of students in 20.6%. However, it was also observed that it cannot explain variation of the main index of teaching quality: General Course Index. Finally, there is a proposition of a maturity degree for ambidexterity, subdivided into four levels: I-Embryonic, II-Structured, III-Semi-developed and IV-Developed.

Relação Entre Ambidestralidade E Sistemas De Controles Gerenciais Em Ongs Brasileiras

“…As organizações com ações voltadas para exploitation alcançaram pontuação entre 5 e 10 para o fator exploitation e de 0 a 5 para ações de exploration; as organizações com ações voltadas para exploration alcançaram pontuação entre 05 e 10 para o fator exploration e de 0 a 5 para ações de exploitation; e por fim as organizações consideradas ambidestras alcançaram pontuação entre 5 e 10 para ambos os fatores. Essa classificação foi inspirada emSoares et al (2018).Quanto à distribuição das organizações entre as categorias inerentes à inovação, observa-se maior concentração das organizações classificadas como ambidestras: 179 representando (78,9%); com ações voltadas a exploitation 29 (12,80%); e com ações voltadas a exploration 5 (2,2 %); as não inovadoras totalizam 14 (6,2 %).Os dados da Tabela 5 demonstram que as empresas classificadas como não inovadoras possuem menores médias em todos os fatores relativos ao uso de controles gerenciais, em especial o fator controle de entrada média: 2,04. Já as empresas classificadas como ambidestras possuem as maiores médias em todos os fatores utilizados para medir o uso de Sistemas de Controles Gerenciais, em especial o fator controle de entrada de 8,43.…”

The Organizational Ambidexterity of School Principals in Hebron Governorate from the Teachers' Point of View

“…Organizational ambidexterity plays a pivotal role in the development of institutions and the improvement of school administration performance, thereby enhancing the overall efficiency of organizations. This claim is supported by various studies conducted by Al-Jumai and Al-Harthi (2021), Al-Jabour (2020), Jargon (2019), Al-Sarhani (2019), Severgni (2019), and Soares (2018.…”

Disclosure of Organizational Ambidexterity Activities and Earnings Quality in Oman

“…Exploration enables firms to adapt new inventions, technologies, and knowledge (Christofi et al, 2021). Soares et al, (2018) pointed out that exploitation activities are those that seek to implement, fill and encourage the process of change in search of constant improvement, such as qualitative changes in an existing product, improvement in an industry process and opening of a new market to sell existing products. Specifically, exploitation is about enhancing operational efficiency, increasing productivity, control, risk avoidance and ensuring certainty.…”