Role of organizational ambidexterity and social capital in predicting organizational effectiveness
Keywords:
organizational ambidexterity, social capital, organizational effectivenessAbstract
In today’s fast-paced global economy, organizations are under constant pressure to adapt to rapid environmental changes, innovate continuously, and develop products and services tailored for emerging markets. This dynamic landscape has transformed the competitive business environment, making agility and innovation key differentiators. Despite operating under similar conditions, organizations often show varying levels of performance, which raises important questions about the underlying factors that drive organizational effectiveness. This study explores two critical variables—organizational ambidexterity (the ability to balance exploration and exploitation) and social capital (the networks and relationships that facilitate knowledge sharing and collaboration). These concepts are especially relevant in the context of modern industries where digital transformation, remote collaboration, and cross-functional teamwork are becoming the norm.To gain insights, data was collected from a sample of 250 managers across various private sector organizations in India. Using hierarchical and moderated regression analysis, the study examines how these variables interact and influence organizational performance. The findings have practical implications, especially in today’s climate where firms must be both innovative and efficient. Leveraging organizational ambidexterity alongside strong social capital can help businesses remain resilient, adaptive, and competitive in the ever-evolving market landscape.
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