Abstract
This study examines the influence of dynamic capability and organizational culture on organizational ambidexterity using a multi-group analysis. Data was collected through a questionnaire among 504 respondents from the United Kingdom and Nigeria. The results show that dynamic capability has a positive influence on organizational ambidexterity in both countries. Additionally, the results indicate that organizational culture also has a positive influence on organizational ambidexterity, although the effect is stronger in the United Kingdom than in Nigeria. The findings suggest that organizations in both countries can improve their ambidexterity by investing in the development of their dynamic capabilities and by fostering a culture that supports exploration and exploitation activities. Furthermore, the results indicate that organizations in Nigeria may need to pay more attention to the role of culture in promoting ambidexterity compared to organizations in the United Kingdom. Overall, these findings provide valuable insights for organizations looking to improve their ambidexterity. The study demonstrates that both dynamic capability and organizational culture play important roles in promoting ambidexterity in both the UK and Nigeria and that organizations in Nigeria may need to pay more attention to the role of culture in promoting ambidexterity compared to organizations in the UK. This research expands on the existing literature by providing a cross-cultural examination of the influence of dynamic capability and organizational culture on organizational ambidexterity.
Keywords: organizational ambidexterity, dynamic capability, organizational culture, shared vision