Abstract

The Extent to Which Organizational Ambidexterity is Linked to Knowledge Creation in Iraqi Private Banks

Ahmed Hassan Ahmed, Prof. Salah Al-Din Awwad Al-Kubaisi Eng

Volume: 11 Issue: 1 2021

Abstract:

Purpose - This study relies on the descriptive and analytical approach through collecting and analyzing the necessary data, as this approach focuses on polling the opinions of the research sample and its directions, and aims to develop a model that studies the relationship between knowledge creation and organizational ambidexterity in Iraqi private banks and verifying its validity experimentally. Design / Methodology / Introduction - A survey was conducted through a questionnaire form to collect data from a sample of (113) managers from private commercial banks. In addition, this study used the AMOS program and the ready-to-use statistical program package (SPSS V.25) to test the proposed hypotheses of the theoretical model experimentally. Results - The results show that knowledge creation has a significant and positive indirect effect on stimulating organizational ambidexterity in private commercial banks through its effect on exploiting opportunities in the workplace and exploring opportunities in the external environment of banks. Practical effects - to improve knowledge creation, bank management must pay more attention to it as a strategic resource to create wealth and added value to enable organizations to grow and survive through training courses, holders of higher degrees and attract knowledge expertise in addition to the need to maximize cultural awareness towards improving the organizational ambidexterity of banks, especially in Exploiting the bank's internal opportunities, both material and human, in light of the current circumstances, through rewards and moral and material incentives. Originality / Value - This study complements and advances previous research on knowledge creation in several ways. First, the current study proposes a conceptual model that illustrates the interrelationships between the main variables in Iraqi private banks. Second, this study explores the role of organizational ambidexterity that benefits from exploiting and exploring opportunities in the context of knowledge acquisition, accumulation and exchange. Thus, overcoming the challenges associated with creating knowledge.

DOI: http://doi.org/10.37648/ijrssh.v11i01.021

Back Download

References

• Birkinshaw, J. and Raish, S. (2008), “Organizational ambidexterity: antecedents, outcomes, and moderators”, Journal of Management, Vol. 34, pp. 375-409.
• Bollinger, A.S. and Smith, R.D. (2001) Managing Organizational Knowledge as a Strategic Asset. Journal of Knowledge Management, 5, pp 8-18
• Brusoni, S. & Geuna, A. (2003). 'An international comparison of sectoral knowledge bases: persistence and integration in the pharmaceutical industry,' Research Policy, Elsevier, Vol. 32(10): 1897-1912, December.
• Chatterjee, A., Pereira, A., & Sarkar, B. (2018). Learning transfer system inventory (LTSI) and knowledge creation in organizations. The Learning Organization, 25(5), 305-319.
• Chang, S.C. and Lee, M.S. (2008), “The linkage between knowledge accumulation capability and organizational innovation”, Journal of Knowledge Management, Vol. 12 No. 1, pp. 3-20.
• Harris, A. (2009). Distributed leadership and knowledge creation. In Distributed leadership according to the evidence (pp. 271-284).
• Huang, J. & Newell, S. (2003). Knowledge Integration Processes and Dynamics within the Context of Cross-Functional Projects. International Journal of Project Management, 23(1): 167-176.
• Hourani Nadera ,(2019) The Role of Learning Organization Dimensions on Enhancing Knowledge Creation: The Case of Commercial Banks Working in Jordan , International Journal of Business and Management; Vol. 14, No. 11; ISSN 1833-3850 E-ISSN 1833-8119 Published by Canadian Center of Science and Education p 153 .
• Karrer, D. and Fleck, D. (2015). Organizing for ambidexterity: A paradox-based typology of ambidexterity-related organizational states. BAR Brazilian Administration Review, 12, 4: 365–383, Available at.
• Kauppila, O.-P. (2010). Creating ambidexterity by integrating and balancing structurally separate interorganizational partnerships. Strategic Organization, 8, 4: 283–312, Available at.
• Kuang-Hsun Shih, Chia-Jung Chang, Binshan Lin, 2010, Assessing knowledge creation and intellectual capital in banking industry, Journal of Intellectual Capital Vol. 11 No. 1, 2010 pp. 74-89 q Emerald Group Publishing Limited 1469-1930 DOI 10.1108/14691931011013343.
• March, J. G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87.
• Massaro M., Handley K., Bagnoli C., Dumay J. (2016). Knowledge management in small and medium enterprises: A structured literature review. Journal of Knowledge Management, 20, 258-291.
• Miller, D. and I. Le Breton-Miller. 2004. Managing for the Long Run: Lessons in Competitive Advantage from Great Family Businesses. Boston: Harvard Business School Press 34
• Niccolini, F., Bartolacci, C., Cristalli, C., & Isidori, D. (2018). Virtual and inter?organizational processes of knowledge creation and Ba for sustainable management of rivers1. Handbook of Knowledge Management for Sustainable Water Systems, 261-285.
• O'Reilly, C.A., Tushman, M.L.: Ambidexterity as a Dynamic Capability. Resolving the Innovator's Dilemma. Research in Organizational Behavior 28, 185–206 (2008).
• O'Reilly, C.A., Tushman, M.L.: Organizational Ambidexterity. Past, Present, and Future. The Academy of Management Perspectives 27(4), 324–338 (2013).
• Popadiuk, S. and C.W. Choo, Innovation and knowledge creation: How are these concepts related? International Journal of Information Management. 26, 4 (2006) 302- 312.
• Räisänen, T. (2010). All for One, One for All: Organizational knowledge creation and utilization using a new generation of IT tools. Academic Dissertation, University of Oulu, Finland.
• Raisch S and Zimmermann A (2018) Pathways to ambidexterity: A process perspective on the exploration-exploitation paradox. In Smith WK, Lewis MW, Jarzabkowski P and Langley A (eds). The Oxford Handbook of Organizational Paradox. Oxford: Oxford University Press, pp.315-332.
• Raisch, S. (2008). Balanced structures: designing organizations for profitable growth. Long Range Planning, 41(5), 483-508.
• Sánchez, J. H., Sánchez, Y. H., Collado-Ruiz, D., & Cebrián-Tarrasón, D. (2013). Knowledge creating and sharing corporate culture framework. Procedia-Social and Behavioral Sciences, 74, 388-397.
• Tzabbar, D, BS Aharonson and TL Amburgey (2013). When does tapping external sources of knowledge result in knowledge integration? Research Policy, 42, 481–494.