جستجوی مقالات مرتبط با کلیدواژه "organizational ambidexterity" در نشریات گروه "مدیریت"

During the past few decades, the evolution of the international economy has encouraged many companies to search for international markets, therefore, organizations need organizational changes in accordance with the environmental conditions in order to improve their performance. So, organizations need to be aware of their international performance.    Due to sudden changes and various environmental challenges in international markets, the performance of companies is very important. Therefore, agility at the strategic level has become a factor that organizations can use to respond appropriately to these changes. These answers can be based on adopting exploration and exploitation strategies that affect the organization's strategic agility. These two ambidexterity dimensions can be the source of strategic alliances. Strategic alliances made by companies can be a factor in responding appropriately to environmental challenges. Therefore, the current research aims to investigate the impact of strategic alliances on the international performance of organizations about variables such as ambidexterity dimensions and strategic agility. The statistical population of the current research consists of companies that have international activities. The sample size includes 227 companies. The tool of the present research is a researcher-made questionnaire whose validity and reliability have been confirmed. Also, the structural equation test and Smart-PLS 3.2 program were used for data analysis. The results of the present study showed that strategic alliance has a positive and significant effect on exploration and exploitation. Also, the results showed that strategic alliance has a positive and significant effect on the dimensions of ambivalence. The dimensions of ambidexterity (exploration and exploitation) also positively and significantly affect strategic agility. Finally, strategic agility has a positive and significant effect on international performance. International performance is influenced by organizational strategies. One of these strategies is creating strategic agility in the organization. On the other hand, the decision to adopt agile strategies is submerged at the macro level, as is the adoption of two-way strategies (exploration or exploitation). The dimensions of the two pillars allow the organization to respond appropriately to environmental changes in an agile manner. But all these strategies are influenced by organizational alliances. Alliances that are seen today at the strategic level are actually the ultimate level of alliance between two or more organizations. Therefore, the purpose of this research is to investigate the international performance of organizations based on strategic alliance, two-column dimensions (exploration and exploitation), and strategic agility.

The current research is in the descriptive-survey category in terms of its nature and collection method. Also, the current research is practical in terms of its purpose. The statistical population of this research is made up of senior managers of Iranian companies that have an international unit. In structural equations, the sample size can be obtained based on the number of research subjects. In between, 227 companies and 364 people completed the questionnaire of this research. Structural equation modeling (SEM) using software PLS was used to examine the relationships between the constructs of this research.

The results of the first and second hypothesis point to the positive impact of strategic alliance on exploration and exploitation. Based on this, it can be suggested that by adopting strategic alliances with other companies in the current competitive environment, further exploitation and exploration can be done. It is suggested to the companies to encourage people working in the organization to cooperate with partners by creating a sense of belonging in inter-organizational relations. Also, understanding the sharing of efforts with partners in the face of problems causes these alliances to have a longer lifespan, which makes them explore using research and development in addition to exploiting the existing situation. Also, it is suggested to the senior managers to be aware of the market and business conditions and be fully aware of the existing differences, because start-up companies, especially small and medium-sized companies, are always accompanied by a lack of environmental resources and knowledge. So, it is better to form exploration or exploitation alliances with other companies that have sufficient experience in the relevant business. Organizational managers suggested to gain more knowledge by adopting strategic alliances and make decisions to lead their organization to discover new opportunities in new markets. Of course, the impact of strategic alliances on exploitation is greater than exploration. Therefore, it can be suggested to the senior managers of companies that creating exploitative alliances can be more effective than exploratory alliances. In fact, in these alliances, companies can adjust products, expand services, and increase savings.According to the third and fourth hypothesis, which refers to the positive and significant impact of exploration and exploitation on strategic agility, it can be suggested to managers to adopt each of these strategies according to environmental changes. It can cause agility at different organizational levels. In fact, with these strategies, the organization adapts itself to environmental challenges. It is suggested that in order to expand products quickly and easily in a new environment, it is better to use discovery-based strategies such as commercializing new products, inventing new products, and using new distribution channels. According to the discovery of emerging products, step pricing methods can be used and in case of increased competition, the type of pricing can be changed in an agile way. Also, for the rapid expansion of products in the current environment, frequent modifications and changes in products and services can be used as well as the introduction of these modified products. Considering the greater impact of discovery strategies than exploitation on strategic agility, it is suggested to use discovery strategies such as inventing new products and using new environmental opportunities that arise from creating strategic alliances. According to the fifth hypothesis, it can be suggested to managers that by acquiring agility at the strategic level, many environmental challenges can be easily solved, which requires rapid changes in the organization's strategies and as a result, products. Therefore, it is suggested to increase their sales volume by changing the variety of products or services available in the markets. Customizing products and services can also increase market share. Other factors, such as quick reaction to competitors' price changes in the international arena and the use of new technologies in production, increase profitability and thus improve the organization's performance.

According to the data analysis, in the current research, it was found that strategic alliance has a positive and significant effect on the dimensions of ambivalence (exploration and exploitation). It was also found that the dimensions of two pillars (exploration and exploitation) have a positive and significant effect on strategic agility. Finally, this research showed that strategic agility has a positive and significant effect on the international performance of organizations.The findings of the present research led to a better understanding of the managers of the factors that affect the international performance of the organization. In fact, it can be said that managers of international companies can influence their international performance by making appropriate decisions. According to the assumptions of the research, it showed that organizations should form strategic alliances with other organizations to easily overcome these obstacles due to the uncertainty and lack of resources they need. On the other hand, the formed strategic alliances are more inclined to take advantage of the existing situation, hence they form strategic alliances of the type of exploitation. Also, the adoption of two-dimensional strategies (exploration and exploitation) will increase the strategic agility of organizations. This effect is much greater when organizations intend to use an exploration strategy than when they have an exploitation strategy. The research showed that strategic agility in today's complex environment improves the international performance of organizations.

Ambidexter organizations manage paradoxes well and simultaneously benefit from exploration and exploitation, change and stability, efficiency and flexibility, and similar dichotomies. This research, focusing on the online platforms of the tourism industry, seeks to explain the relationship between the variables that have recently gained great importance: exploratory learning and organizational ambidexterity. Also, it examines the effect of the mediating role of open innovation and the moderating role of entrepreneurship orientation. In this regard, the research aimed to investigate the relationship between exploratory learning and organizational ambivalence, considering the moderating role of entrepreneurship in tourism industry platforms.

This research is positivist in terms of paradigm and applied in terms of purpose. It has a quantitative approach, is a descriptive survey in terms of the nature of the method and data collection, and is a cross-sectional study from a temporal viewpoint. Data was collected through a questionnaire. The content and form validity of the questionnaire were confirmed by experts, and its construct validity was confirmed by convergent and divergent validity. Cronbach's alpha and composite reliability showed values above 0.7. The research population was platform businesses active in the field of online booking headquartered in Tehran. According to Cochran's formula, 44 businesses were selected randomly as a sample, and the research questionnaire was given to 1 to 5 key people of these businesses with an organizational position related to the research topic, such as business analysis, planning, product managers, and marketing units. Finally, 104 questionnaires were collected. Data were subjected to descriptive and inferential analyses.

The research results revealed a relationship between exploratory learning and organizational ambidexterity. In addition, open innovation was found to be influenced by exploratory learning and affect organizational ambidexterity. Its mediating role was also confirmed. However, the moderating role of entrepreneurial orientation in the relationship between open innovation and organizational ambidexterity was not confirmed.

Conclusion/ Implications: 

The research findings revealed the role of organizational learning and entrepreneurial orientation in organizational ambivalence in tourism industry platforms for policymakers. In fact, this research shows that in order to create ambidexterity, it is necessary for corporate tourism industry platforms to focus and invest in the development of exploratory learning. Of course, this exploratory learning should be transformed into the ambidexterity of the organization by passing through the path of open innovation. Therefore, these platforms should also define indicators to measure and monitor the movement of exploratory learning in the right direction.

The achievement of organizational ambidexterity in the dimensions of exploration and exploitation in the educational system can be created by increasing and growing thinking skills and intellectual capital. For this reason, paying attention to it and trying to identify and strengthen the key elements effective in its success and excellence is one of the duties of researchers and scholars. Therefore, this research aimed to investigate the effect of entrepreneurial thinking skills on organizational ambidexterity with the mediating role of intellectual capital in teachers of Isfahan.The research method was descriptive-correlational, and the statistical population included teachers of Isfahan City who were selected as a sample of 340 people using the Krejcie and Morgan table and the stratified cluster random sampling method.The research tools included three questionnaires on organizational ambidexterity, entrepreneurial thinking skills, and intellectual capital.The reliability of the tools was also estimated using Cronbach's alpha coefficient for thinking skills 98/0, organizational ambidexterity 97/0, and intellectual capital 90/0. Data analysis was performed descriptively and inferentially using Amos version 22 and SPSS version 26 software.The results showed that the total effects of entrepreneurial thinking skills, intellectual capital, and intellectual capital on organizational ambidexterity were positive and significant, and the mediating role of intellectual capital in the effect of entrepreneurial thinking skills on organizational ambidexterity was positive and significant. Based on this, educational and curricular affairs authorities and planners should take the necessary measures to familiarize teachers with entrepreneurial thinking skills in the education system and learning environments.

Organizational ambidexterity refers to the ability of organizations to perform conflicting and contradictory activities. This concept is important in innovative technology-based organizations, because these organizations need to combine creativity and innovation with efficiency and productivity. As a technology-based organization, ACECR needs a duality to commercialize its innovative products and services. The aim of the current research is to design an ambidexterity development model of technology-oriented organizations to commercialize innovative products.

The research strategy is based on foundational data theorizing, and the data analysis method of the current research is the Strauss and Corbin’s systematic method (systematic model), and the data collection was done with the interview tool. In the qualitative phase, 16 interviews were conducted with the experts of technological organizations of ACECR and four additional interviews were also conducted to achieve theoretical saturation. In the quantitative phase, the descriptive-survey research method was used, and in this phase, the data collection tool was a questionnaire.

Organizational ambidexterity management has been identified as a central category in this research, and its subcategory concepts include ambidexterity structure management, innovative culture management, and ambidexterity process management, which constitute the central category. The causal conditions in this research include ambidexterity management and leadership, ambidextrous human resources are multifaceted structures. On the other hand, the bases include organizational ambidextrous culture, upstream documents, and Jihadi culture. Also, the strategies resulting from the foundation's data theorizing model include designing two-way human resources processes, designing a technology commercialization model, designing an organizational two-way evaluation system, and designing a resource allocation system. On the other hand, institutional communication in the field of science and technology and the environment of organizational ambivalence as intervening and ultimately value-creating factors, completing the technology chain, organizational development, and management of organizational contradictions, the consequences of identifying and explaining the factors affecting organizational ambidexterity in the direction of commercialization which have been in technology-based organizations.

The management of organizational ambidexterity plays a significant role in the success of commercialization of technology-based organizations. Management of structure, culture, and dual processes are key factors affecting organizational duality. Also, conditions such as ambidextrous management and leadership, ambidextrous human resources and multifaceted structures affect this process. Consequently, it is suggested that organizations focus on strategies such as the design of dual commercialization processes and models to provide the necessary ground to achieve duality and successful commercialization. It is necessary to conduct more studies in this area.

The aim of this research was to develop a framework for identifying and explaining the factors influencing organizational ambidexterity in scientific and technological tourism organizations affiliated to ACECR.

The research approach was qualitative, and its strategy was based on Grounded Theory. Technology specialists of the country's ACECR comprised the statistical population including managers, faculty members and experts, all of whom had experience and expertise in the field of technological businesses in tourism domain. The data were collected through a semi-structured method applying ATLAS.ti software.

After analyzing the interview texts, we identified the dimensions of organizational ambivalence including the ability of the organization to explore and exploit the tourism areas and to utilize the relevant technology for innovation, as the pivotal factor, in the subsidiaries. Then, causal, mediating, and moderating variables were developed in the final framework. The findings show that multi-faceted management and leadership, diverse human resources, and structural variety are effective factors of the establishment of organizational ambidexterity. In addition, the establishment of organizational ambidexterity in scientific and technological tourism organizations of ACECR leads to such consequences as value creation, completion of the technology chain, organizational development, and reduction of organizational contradictions.

Originality:

 Identifying the key factors of success in this field can open the way for organizations which are active in the tourism industry. The research results can serve as a basis for formulating policies and macro plans in this area. The interdisciplinary nature of this study, which combines management knowledge and technology, can be considered as the contribution of this research.

This research aims to analyze the effect of structural differentiation and inter-organizational relations on organizational ambidexterity, emphasizing organizational content's mediating role in increasing organizational performance.

The current research is applied in terms of purpose and descriptive survey in nature and method. The statistical population of this research includes 250 employees of the general department of sports and youth of Ilam province. One hundred fifty people were selected using Cochran's formula. The data collection tool is the governor's questionnaires in this field. The validity and reliability of the questionnaires also indicate that the measurement tools have good validity and reliability.

The results of hypothesis testing by SMART-PLS 3.8 software and t-test statistics and path coefficients (β) showed that the structural differentiation on the organizational context and ambidexterity has a direct, significant, and medium effect, respectively; the direct and indirect impact is substantial and average. Also, inter-organizational relations have a direct, important, and moderate impact on the organizational context and ambidexterity, respectively; the direct and indirect effects are substantial and moderate. Also, the organizational content has a direct, significant, and moderate impact on organizational ambidexterity, and finally, organizational ambidexterity has a direct, significant, and moderate effect on organizational performance. Finally, the mediating role of organizational content was confirmed.

Originality/Value:

 Based on the results, the managers and decision-makers of the said office can pay attention to the role of organizational ambidexterity to increase its organizational performance; of course, they should be able to, directly and indirectly, consider the role of variables such as structural differentiation, inter-organizational & organizational content pay attention. Why can these variables significantly affect organizational ambidexterity and increase organizational performance?

Organizational ambidexterity in the field of tourism is one of the new concepts; it refers to the potential ability of organizations in the field of tourism that are active in managing today's business and dealing with the changing demand of tomorrow. A multi-skilled organization in the field of tourism is an organization that needs to be organized in order to use successful exploration and exploitation methods. As it deals with research and development in this field, the aim of the current research is to design a model of organizational ambidexterity in scientific and technological organizations active in the field of tourism in the direction of commercialization. The research approach is qualitative and the research method is based on data-based theorizing or the systematic approach of Strauss and Corbin. Semi-structured interviews were used to collect information in the current research, and Strauss and Corbin method was used to analyze the data. And the paradigm model has been used. Sampling was done by theoretical sampling and using targeted (judgmental) and snowball (chain) techniques, based on which 16 interviews were conducted with managers, faculty members, and ACECR experts in both fields of research and exploitation has taken place in active organizations in the field of tourism that have experience and expertise in the mentioned organization. the results of the analysis of the data obtained from the interviews during the process of open, central and selective coding led to the creation of a data-based theory in the field of organizational ambivalence for scientific and technological organizations, based on which the architecture of organizational ambivalence processes based on the use of Committed intelligence, along with research engineering and technological exploitation, have been introduced as central elements in the design of the organizational ambivalence model in scientific and technological organizations active in the field of tourism in the direction of commercialization.

Organizations are always seeking competitive advantage in order to compete and to continue to grow. The innovation and diffusion of innovation culture is one of the most important ways to achieve it. In present research, we have attempted to model and explain the direct effect and indirect effects of factors influencing innovation culture, organizational ambidexterity and gaining competitive advantage.

The present study is a developmental and, in terms of approach, a mixture of both qualitative and quantitative. The data gathering tool was interviewed by experts and a questionnaire. Data analysis is a structural equation modeling technique using Spss and Smartpls software. The number of collected questionnaires was 140, which was collected from the managers of the dairy industry of Mazandaran province by stratified random sampling.

The results show that there is a positive and significant effect between the variables of supportive mechanism, leadership, technology, potential absorption capacity, organizational ambidexterity and strategy, on innovation culture. The results also show the positive and significant impact of innovation culture on organizational Ambidexterity, gaining sustainable competitive advantage and implementing innovation. The potential absorption potential has a positive and significant effect on organizational ambidexterity, and also potential absorption capacity through technology and organizational change has a positive and significant effect on organizational Ambidexterity. The organizational change has a positive and significant effect on organizational ambidexterity both directly and through technology.

The purpose of this research is to identify and rank the functional requirements of organizational ambidexterity in the field of human resources management in the Export Development Bank of Iran, which was carried out using a mixed exploratory method. In the qualitative step, interviews were conducted with 13 experts and the functional requirements of the organizational ambidexterity were identified in the field of human resource management. The results of the analysis of this step, led to the identification of 104 primary codes, which were categorized into 5 main factors (managemental, organizational, motivational, legal and physical) and 14 sub-factors. Then, hierarchical analysis method was used to rank the calculated indicators. The results show that creating mental preparation in the motivation section has a higher rank, and then under the motivation topic, strengthening the spirit of innovation in employees, reducing government dependence and leaving the job based on the determined methods, in the management dimension at the second and third levels, placed fourth. At the fifth level, choosing the appropriate leadership style, increasing dynamism, eliminating the fixed structure, all of which are part of organizational dimensions. In the following, the aspects of reducing the hierarchy, providing new equipment and facilities, and creating an exploitation space for the forces outside the organization are placed in the sixth, seventh and eighth ranks. Providing rewards for cooperation, removing restrictive laws and revising existing laws in the ninth place, and determining special laws for in the legal sector are ranked tenth, which has the lowest rank.

The purpose of this research is the effect of OA, GEO and environmental performance with an emphasis on the moderating role of the PSR of the company. The current research is applied in terms of purpose and descriptive-survey in terms of nature and method. The statistical population (300 people) was the employees of Farasan company, who were selected using Cochran's formula (169 people) in a non-probability method. The data collection tool was a questionnaire, and the validity and reliability of the measurement model was reported well. The results of the hypotheses showed that OA has an effect on green entrepreneurship orientation, green entrepreneurship orientation has an effect on environmental performance, and green entrepreneurship orientation can play a mediating role in influencing OA on environmental performance. Finally, the PSR of the company can also have a moderate moderating role in the influence of OA on green entrepreneurship orientation. Despite the design model, it can be expected that the mentioned company can pay enough attention to OA in order to advance its environmental performance. Also, if the said company wants to improve its environmental performance, it should be able to pay enough attention to the role of GEO. The PSR of the company can also help in this field, provided that the said company is less concerned about reducing the PSR of the company, if it cannot stop the reduction of this variable, it will have irreparable effects on the company body .

In this research, the effect of individual ambidexterity on high level performance of the medical staff of Sahrekord University of Medical Sciences was investigated. High level performance of employees includes three main dimensions of team performance, efficiency and effectiveness of the department. The hidden dimensions of ambidexterity include exploration and exploitation. Past studies in the field of ambidexterity have mostly been conducted at organizational levels, but in the present study, there was an attempt to study the impact of ambidexterity at the level of individuals. In this research, we generally investigated the relationship between individual ambidexterity and employee performance, seeking to answer whether individual ambidexterity influences the performance, efficiency and effectiveness of organizational units. In order to answer the research questions, 260 questionnaires were sent to the medical staff of Shahrekord University of Medical Sciences. The data were gathered and analyzed using statistical methods and structural equation modeling based on the least squares method. It was found that individual ambidexterity had a positive influence on employee performance and that there was a significant relationship between individual ambidexterity and the efficiency and effectiveness of the department

The purpose of this study is to provide a model of knowledge oriented leadership in the direction of organizational ambidexterity. The present study is descriptive and correlational which has been done by survey method. Also In terms of purpose, this study is developmental- applied research. The statistical population of the study to test the model is 19358 employees of health care service organizations in Kerman province that the sample size of 586 people is based on 5 to 10 times the number of questions in the questionnaire. In order to analyze the data, descriptive and inferential statistical methods have been used and the tools of data collection are knowledge oriented leadership questionnaires and organizational ambidexterity. The research findings while confirming the proposed model, showed that are knowledge oriented leadership and some of its dimensions (learning orientation, creating a supportive environment for learning, supporting the learning process at the individual and group level, acting as a role model, knowledge-oriented education, integration of knowledge and innovation, stimulating knowledge dissemination, leadership skills, supporting knowledge sharing, evaluating performance based on knowledge sharing and rewards based on sharing of knowledge) have a positive effect on organizational ambidexterity and among these dimensions, the effect of reward dimension based on knowledge sharing on organizational duality is greater than other dimensions.

An organization’s competitive advantage can be viewed as the ability, gained through resources and attributes, to perform at a higher level than competitors in the same market. Establishing a Sustainable Competitive Advantage in today’s dynamic environment involves optimizing an organization’s exploration and exploitation strategy. This paper aims to explore how an Organization’s Ambidexterity complements the Dynamic Capabilities strategy in attaining a Sustainable Competitive Advantage. Organizational Ambidexterity, Sustainable Competitive Advantage and Dynamic Capabilities are closely related concepts. Unfortunately, there is still a lack of understanding about the relation between the three. This paper aims to offer a theoretical explanation of the relationship between Dynamic Capabilities, Organizational Ambidexterity and Sustainable Competitive Advantage. The authors find that organizational ambidexterity may be considered as a mediator in the relationship between Sustainable Competitive Advantage and Dynamic Capabilities. Organizations that focus on develop their ambidextrous strategy, can achieve a sustainable competitive advantage through developing their dynamic capabilities by which organizations change their value proposition.

The purpose of this study is to explain the effect of intellectual capital on performance by emphasizing the mediating role of ambidexterity and organizational voice. This research is an applied research and a descriptive-correlation type, specifically a structural equation model in terms of purpose and data collection method respectively. The statistical population is knowledge-based companies in Khorasan Razavi province and the measurement tool was a standard questionnaire with 47 questions that 87 companies answered. Convergent and divergent validity was used to evaluate its validity and Cronbach's alpha and composite reliability were used for its reliability. Data analysis was performed with SmartPLS3. The results show that intellectual capital doesn’t affect performance directly or through organizational voice, but it does affect ambidexterity and organizational voice. Organizational voice also affects ambidexterity, and ambidexterity mediates the impact of intellectual capital on performance. Therefore, it is suggested that these companies strengthen their intellectual capital by training skills and increasing creativity and innovation, creating a suitable platform for sharing knowledge among employees and learning from each other, formulating necessary programs and improving communication with customers and other stakeholders, not only help nurture creative, courageous, and critical employees but they also increase their capability to exploration and exploitation of opportunities, thereby improving their performance. Considering the role of organizational culture in the formation of organizational voice and intellectual capital, as well as environmental uncertainty and risk-taking in the relationship between ambidexterity and performance, it is suggested that these variables be considered as moderating variables in this field.

One of the factors effective on the performance improvement is organizational culture, especially ambidextrous organizational culture, because we might facilitate the changes and establish new orientations in the organizations through culture. The purpose of this study was to investigate the role of strategic ambidextrous organizational decisions and orientations in biotechnology companies. This study was a descriptive survey, and data was collected through questionnaires. The statistical population of the study was comprised of the biotechnology companies of Iran. As a result of the nature of this study, only productive and industrial companies were taken into account. A sum of 97 questionnaires were filled by and collected from the top managers of these companies. In order to inspect the research assumptions, the partial least squares method approach to structural equation modeling was employed using Smart PLS software. The findings of the study indicated that ambidextrous culture has a direct role in the organizational performance; enhances this role through organization’s ambidexterity, ambidextrous strategic orientation, and ambidextrous strategic decisions; and leads to the improvement of organizational performance.

In recent years, Organizational ambidexterity has increasingly attracted the attention of management stakeholders and researchers in order to achieve a sustainable competitive advantage. Organizational ambidexterity is a new concept in management that plays a key role in aligning the various competencies of the organization to manage the conflicting demands of new and original business opportunities. The issue of Organizational ambidexterity is exploiting existing opportunities and exploring new ones. The two dimensions of exploration and exploitation are manifested in three issues: structural ambidexterity, contextual ambidexterity and managerial ambidexterity.

The purpose of this study is to identify ambidexterity indicators affecting innovation capabilities in companies based in the Pardis Park.

The present study is an applied goal and a descriptive-survey method. The data collection tool was a questionnaire and the statistical population of this study involved managers and experts of companies in the Pardis Park. Structural equation modeling was used to test the hypotheses and analyzes were performed using SPSS and Smart PLS software.

The effect of ambidexterity on innovation capability is with a standard path coefficient of 0.804, and the significant value of this relationship is equal to 13.742, which is higher than the value of 1.96 and its positive and significant effect is confirmed.

The more ambidexterity there is in the companies based in the Pardis technology park, the greater the innovation capability in these companies.

The aim of this study was to use  statistical method the meta-analysis in order to analyze the results of research conducted in the field of meta-analysis of antecedents of organizational ambidexterity.

The present research is descriptive in terms of purpose, The type of use, functional  and in terms of data type, research is quantitative, The statistical population the study included related internal and external articles from 2003 to 2019. 43 cases of non-randomly sampling target method were analyzed as imported samples. Selected studies were analyzed using CMA2 software (comprehensive meta-analysis software).

Among the antecedents of organizational ambidexterity, 11 have an effect size greater than (0.5),7 cases have an effect size between (0.25) to (0.5) and 3 cases are less than (0.25). In other words, the variables the organizational structure, shared vision, strategic goal, human resource management, market orientation, competitiveness, organizational memory, entrepreneurial orientation of the organization, integration of management team behavior and environmental complexity had the greatest effect. Also, the variables of environmental dynamics, environmental changes, organizational culture, organizational intelligence and environmental complexity have the least effect. Also, the size of the stochastic combined effect the reviewing the meta-analysis of organizational ambiguity antecedents is equal to 0.573.  This effect (r) is evaluated at a high level.

Making effective changes in variables with high effect size, It can create a balance in the field of exploration and exploitation in the organization and increase the profitability and performance the organization.

In today's world, countries try to develop themselves against other countries and communities. Accordingly, they utilize powerful motivators like the entrepreneurship. The countries with the high entrepreneurship orientation seem to be more successful than the other countries. In such an unstable situation, making use of the available techniques in the entrepreneurship approach will provide even better success opportunities for the countries. Besides, small and medium-sized enterprises not only should they focused on the entrepreneurship, but also they should be alerted about how to benefit from the available resources and techniques. Therefore, in this relationship, organizational ambidexterity can be considered as a moderator variable. The present research follows descriptive-survey methodology. In this research, 79 companies out of 99 small and medium companies operating in the industrial town of Zahedan have been studied as a sample. The reliability and validity of the questionnaire was checked through SPSS 16 and Smart PLS 2.  The results of the study show that entrepreneurial alignment is effective in open innovation. Therefore, the main hypothesis of the research is confirmed. Finally, after examining the four main hypotheses of the research, it is concluded that in small and medium-sized, entrepreneurial orientation has a positive and significant effect on open innovation due to the mediating role of organizational ambiguity.

In today's societies, meet the changes in economic activities. One of these changes is the growth and expansion of countries' attention to the small and medium companies. For achieving a Production mutation, these companies need to move towards entrepreneurship in order to compete others in the market. Since these companies’ resources are limited, they are not able to manage some of their affairs alone, so they need to spend a lot of time and money. Therefore, in addition to keep pace with the rapid growth of the knowledge and the prosperity of technology, they must take actions towards open innovation. On the other hand, in addition to emphasizing innovative ideas and exploration, companies should be able to use the resources and knowledge available in the company in the best possible way. In such situations, managers need to use organizational ambidexterity. Organizational ambidexterity is the ability to use both hands with equal skill. Therefore, companies must use both exploitation and exploration activities simultaneously.

Case study

This research was conducted in the industrial town of Zahedan, which has 145 active units. These, 99 companies, according to the definition of the Ministry of Industry, Mines and Trade, have less than 50 employees, which are called small and medium companies. The sample size of this research through Cochran's formula is 79 units.

Theoretical framework

Open innovation is a management paradigm with the purpose of exploitation of knowledge inside and outside the company to create new products and services. Chesbrough )2006) defines open innovation as Goal-oriented use of internal and external knowledge to accelerate internal innovation and expand markets for external use of innovation. To achieve the operational concept of open innovation, three processes of internal-external, external-internal and a combination of both should be observed. Entrepreneurship as a driving force of economic and social development plays a key role in the development process of societies. Therefore, entrepreneurial trend is a general and sustainable orientation and represents the thoughts, tendencies and interests of companies towards entrepreneurship. The present study uses Lampkin and Des’ model in 1996, which is one of the most complete models that has investigated the dimensions of entrepreneurial orientation and includes five dimensions of risk-taking, innovation, aggressive competition, pioneering and independence. Due to economic and social conditions and rapid technological changes, organizations need to, in addition to using their existing capabilities, develop new and essential capabilities to compete in a dynamic environment. Therefore, we need to use a concept called organizational ambidextrousness. Duncan (1976), first, used the term organizational ambidexterity to describe the structural conflict between an organization's dual demands. Ambidexterity is an organizational capacity to the optimum achievement of two incompatible organizational goals. And the organization, while discovering new capabilities, make the most of existing capabilities at the same time. Therefore, two criteria of exploration and exploitation are used in this research. However, the research community is considered as small and medium companies. Because the government has always adopted special strategies and policies to promote small and medium industries in order to ensure competition in the free market and prevented members of the large companies to facilitate the entry of entrepreneurial companies into the field of economic.

The results show that entrepreneurial orientation has a positive and significant effect on open innovation in small and medium companyies. Entrepreneurial orientation has five dimensions. The study of the effect of each of these dimensions on open innovation is presented in the form of secondary hypotheses. Among of all, the dimension of “pioneering” (with the coefficient of 0.28) and the dimension of “independence” (with the coefficient of 0.24) have the most impact on open innovation. The study of entrepreneurial orientation on organizational ambidexterity shows that “leadership” (with the coefficient of 0.24) and “aggressive competition” (with the coefficient of 0.29) have the greatest impact on organizational ambivalence. In addition, organizational dualism directly explains 78% of the changes in the open innovation variable. Also, entrepreneurial orientation using the role of dual power mediator of 0.95 is effective on changes in open innovation.

The results of the present research hypotheses examining the effect of the relationship between entrepreneurial orientation, open innovation and organizational ambiguity are positive and significant. Overall, the effect of the mediating role of ambidexterity on the relationship between entrepreneurial orientation and open innovation has been confirmed.Therefore, the managerial actions towards the creation of entrepreneurial orientation in the organization are functionalized through conduction the ambidexterity. Consequently, organizations achieve greater consistency and permanency that eventually leads to new knowledge and ideas. This will provide the accumulative creation of new knowledge and ideas among the organizations. According to the results, implications are proposed as: developing the opportunities to conduct research and maximizing entrepreneurship among employees.Negotiation of knowledge should be made for small companies in collaboration with large companies in order to take advantages of their modern technologies; managers should create the collaboration between the research department and the executive sections for identification of new knowledge and ideas and utilize the knowledge for setting their organizational goals reaching the optimum performance.