Field Study to Evaluate the Effect of Strategic Leadership and Organizational Ambidexterity on Organizational Agility

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dc.authorscopusid57218365848
dc.contributor.authorKumkale İ.
dc.date.accessioned2024-06-12T10:24:49Z
dc.date.available2024-06-12T10:24:49Z
dc.date.issued2022
dc.description.abstractToday’s dynamism has brought agility into question in business life, and considering the studies on this subject both in the corporate and academic world, it is possible to say that organizations need dynamic capabilities in the face of change. Managing different processes developing under the changing conditions requires different leadership skills. In other words, leaders having the ability to act in accordance with circumstances are needed. Considering that strategic leaders having these characteristics can both benefit from the resources within the organization in the most efficient way (exploitative) and carry out dynamic strategies that include innovative approaches (exploratory) in a balanced way (ambidexterity), the idea that achieving and maintaining organizational ambidexterity as well can be considered as a dynamic skill, shaped our research. Starting from this point of view, in our study, we investigated the effect of strategic leaders and organizational ambidexterity, which we see as a dynamic capability in achieving organizational agility. The research has been conducted on the first 500 Large Enterprises determined every year by the Istanbul Chamber of Industry (ICI) (Turkey) and 500 medium-sized enterprises with different fields of activity, which are selected from the geographical regions in which these companies operate. The data obtained from the research (339 valid questionnaires) were analyzed with Structural Equation Modeling (SEM) by applying Confirmatory Factor Analysis. While it has been seen that different dimensions of strategic leadership and organizational ambidexterity have a direct positive effect on some dimensions of organizational agility, it has been observed that the dimension of ethical strategic leadership has a direct and reverse effect on organizational agility dimensions. At the same time, it has been determined that organizational ambidexterity has a mediating role in the relationship between strategic leadership and some sub-dimensions of organizational ambidexterity. © 2022, The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.en_US
dc.description.sponsorshipTrakya Üniversitesien_US
dc.description.sponsorshipI would like to thank Prof. Dr. Adil Oguzhan, Head of Econometry Department, Faculty of Economics and Business Science, Trakya University, for his support during the analysis of the data of my research.en_US
dc.identifier.doi10.1007/978-981-16-7582-9_4
dc.identifier.endpage112en_US
dc.identifier.issn2509-7873
dc.identifier.scopus2-s2.0-85123898421en_US
dc.identifier.scopusqualityN/Aen_US
dc.identifier.startpage53en_US
dc.identifier.urihttps://doi.org/10.1007/978-981-16-7582-9_4
dc.identifier.urihttps://hdl.handle.net/20.500.14551/16042
dc.indekslendigikaynakScopusen_US
dc.language.isoenen_US
dc.publisherSpringer Natureen_US
dc.relation.ispartofAccounting, Finance, Sustainability, Governance and Frauden_US
dc.relation.publicationcategoryKitap Bölümü - Uluslararasıen_US
dc.rightsinfo:eu-repo/semantics/closedAccessen_US
dc.subjectDynamic Capabilities; Field Study; Organizational Ambidexterity; Organizational Mastery; Structural Equation Modellingen_US
dc.titleField Study to Evaluate the Effect of Strategic Leadership and Organizational Ambidexterity on Organizational Agilityen_US
dc.typeBook Chapteren_US

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