جستجوی مقالات مرتبط با کلیدواژه « دوسوتوانی » در نشریات گروه « مدیریت »

The purpose of this research is to present the professional thinking model of employees based on the dimensions of ambivalence and psychological empowerment. The research method is applicable in terms of its purpose, hypothesis-deductive in terms of the approach, and descriptive-exploratory in terms of the research implementation method. The statistical population of the research includes 1100 people from the public accountant's community of Iran, 297 of whom were selected as a sample using Morgan's table, and the sampling method is available. The research tool is a researcher-made questionnaire. In order to determine the reliability of the questionnaires, Cronbach's alpha method was used using SPSS software, and composite reliability was determined by using SMART PLS software. Also, confirmatory factor analysis was used to show the reliability of the questionnaire. The results showed that there is a relationship between the dimensions and components of professional thinking and ambivalence. There is a relationship between the dimensions and components of professional thinking and empowerment. The obtained value for GOF is 0.51, which confirms the very good fit of the overall model.

Many companies face various challenges due to insufficient knowledge about organizational knowledge management, and if they do not adopt appropriate strategies, they will lag behind their competitors. Therefore, organizations are responding to these challenges by using strategic standpoints such as ambidexterity dimensions, strategic brand management, and acquiring organizational knowledge such as organization process control knowledge (Six Sigma) to improve the performance of their brand or organizational brands. The purpose of this research is to investigate the impact of organizational process control knowledge on the performance of Iranian brands based on individual creativity, strategic brand management, and ambidexterity dimensions (exploration and exploitation). The present research was conducted using a descriptive-exploratory method. The statistical population consisted of Iranian companies currently active in Tehran city. The sampling was done through non-probability convenience sampling, and the sample size was determined to be 301 using the Kline formula.. The data collection tool was a questionnaire, and its validity and reliability were confirmed. The method of data analysis was structural equations, using the SmartPLS program. The results showed that organizational process control knowledge has a positive and significant effect on the dimensions of ambivalence. Additionally, the dimensions of ambivalence have a positive and significant effect on individual creativity and strategic brand management. Finally, the research showed that individual creativity and strategic brand management have a positive and meaningful effect on brand performance. Ultimately, it can be stated that knowledge control within an organization, which is one of the processes of organizational knowledge management, significantly impacts brand performance.

The Ambidexterity of human resource management refers to the ability of human resource management to discover and exploit talented employees. The purpose of this study is to identify the antecedents and components of ambidextrous human resource management and prioritize them. The research is applied in terms of purpose, which has been done with a qualitative method based on content analysis and using interview tools. The statistical population of the study includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a masterchr('39')s degree in human resources management and organizational behavior and have at least 5 years of experience in this organization. To select the sample, the method of judgmental sampling and snowball was used, which was interviewed with 19 people. After analyzing the data obtained from the interview, organizational, personal, managerial and environmental factors were identified as preconditions for dual-power human resource management. The components of human resource management were identified. Fuzzy AHP and ARAS techniques are used to prioritize the antecedents and components of human resource management.The results of the calculations showed that the factors of support and support of management, commitment of managers and management styles were ranked first to third, respectively, the most important factors affecting the duality of human resource management. Adaptive education, encouragement of self-study and sharing of learnings from the sub-components of education and development of the two powers were the highest.Introduction In dynamic environments, Organizations must take advantage of processes that produce both efficiency and creativity (and therefore innovation) (ambidextrous capabilities). Therefore, companies must simultaneously learn different methods and create balance and integration between heterogeneous learning streams. Ambidexterity refers to the ability to perform two activities simultaneously: exploration and exploitation, efficiency and flexibility, and alignment and compatibility. Ambidexterity deals with organizations simultaneously pursuing conflicting goals such as exploration and exploitation, efficiency and flexibility, or service and sales. Human resource management systems significantly help to meet these heterogeneous demands and effectively apply the human resource system that balances efficiency and innovation. Lack of human resource management ambidexterity may lead to problems in development initiatives. Past research shows the necessity of ambidextrous human resource management to manage innovation initiatives and ongoing manufacturing processes successfully. The Ambidexterity of human resource management refers to human resource management's ability to explore and exploit talented employees. An ambidextrous human resource management connects innovative and traditional HRM practices and principles, and it is critical to ensure the sustainable coexistence of exploration and exploitation and is necessary to cross crisis boundaries and resolve tensions between the two.Materials and MethodsThe research uses a qualitative method based on thematic analysis and using interview tools. In addition, in terms of the research design, it is of mixed exploratory type. The qualitative approach is based on thematic analysis using interview tools. The study population includes human resource management experts and managers of the Central Bank of the Islamic Republic of Iran who have at least a Master's degree in human resources management and organizational behavior and have at least five years of experience in this organization—the method of judgmental sampling and snowball used to select the sample. After collecting the data, the researchers coded the notes and produced classes or concepts in three stages to understand the antecedents and components of ambidextrous human resource management. Key concepts are classified into three formats: basic themes, organizing themes, and global themes. In the following, to prioritize the factors affecting the ambidextrous human resources management and the ambidextrous human resources management components identified in the previous stage, fuzzy AHP and fuzzy ARAS techniques were used.Discussion and ResultsAfter analyzing the data obtained from the interview with the thematic analysis method, the antecedents and components of ambidextrous human resources management are placed in four categories. The analysis results of the precursors of ambidextrous human resources management were 21 Basic themes, five organizing themes, and one global theme, and the components of ambidextrous human resources management included 28 basic themes, four organizing themes, and one global theme. Organizational, managerial, individual, and environmental factors are the organizing themes of ambidextrous human resources management antecedents. In addition, the organizing themes of ambidextrous human resources management’s components include ambidextrous hiring and Recruitment, ambidextrous Training and development, ambidextrous performance evaluation, and ambidextrous Compensation.ConclusionsThe results of pairwise comparison among the main factors of ambidextrous human resources management’s antecedents showed that managerial aspects have the most weight in the ambidexterity of human resources management and organizational, environmental, and individual elements are in the following ranks in terms of the importance of impact on the human resources management ambidexterity. Among the sub-criteria of factors affecting the ambidexterity of human resources management, the most critical factors include management support, the commitment of managers, and management styles.The results showed that among the main components of ambidextrous human resource management, the training and development of human resources has the most weight and is the most crucial component in human resource management ambidexterity. Among the sub-criteria of ambidextrous human resource management components, Adaptive training, encouraging self-study, and sharing knowledge and flexibility of the compensation system received the highest ranks, respectively.

The purpose of this study was to design an organizational ambidexterity model in the branches of Tejarat Bank in Isfahan, identifying important indicators. The research method was a sequential combination of exploratory case study and survey. Grounded theory and Lisrel software were used to confirm the identified organizational ambidexterity model and test the hypotheses. Based on the initial findings of the grounded theory technique, 74 indicators remained after the initial screening and removal of duplicate and redundant codes. These indicators were introduced as the input data of fuzzy Delphi technique and finally 18 indicators were considered to continue the process and present the main and sub-themes. The organizational ambidexterity model and its identified importance for generalization to the whole complex were confirmed by the structural equation approach (exploratory factor analysis). Human resource indicators of the two-dimensional organizational model, which mainly refers to the organizational and individual cultures, show the influential role of the internal characteristics of individuals and organizations in the implementation of a new concept. Among strategic indicators the emphasis was on the existence of a flexible structure to implement dual power. In terms of social capital, a significant point was the high priority of the index of reviewing social processes and components in the total indicators of the ambidextrous organization. This means that in the early stages of implementing dual power, it is necessary to review the processes and equipment to discover exploitation and exploration opportunities, plan to pursue these opportunities simultaneously, and develop an ambidextrous model in different parts of the bank.

Abstract
Due to the environmental changes and the resulting uncertainty, the need for a diversification strategy in multi-business corporates is very important. In this study, the effective factors on the formation of homogeneous and heterogeneous diversity (ambidexterity diversity) have been investigated. The statistical population of this study includes multi-business corporates that are in their growth stage. Based on this, all managers and academics who have a history of active presence in such multi-business corporates were selected and 13 of them were selected by the non-probable snowball sampling method. Data collection was also done using semi-structured interviews. After summarizing the interviews, 42 effective indicators were divided into 5 main themes and 2 general categories of the external environment and internal environment. The external environment had three dimensions: economical, political, and cultural, and the internal environment had two individual and systemic dimensions. Based on the frequency of codes obtained, Among individual factors, communication with superiors; Among the political factors are the rules and regulations that facilitate entry into subsidiaries; Among the indicators related to systemic factors, profitability and high capital; Among the indicators related to cultural factors, the perception related to core businesses and among the indicators related to economic factors, the instability of economic indicators were among the most frequent indicators.

Diversity-related strategies have been considered as one of the ways to enter homogeneous and heterogeneous businesses. Many domestic and foreign studies have examined the homogeneous and heterogeneous diversity separately; also there is no comprehensive study about these two phenomena simultaneously. Therefore, this study aims to determine the factors influencing the formation of this specific business which is called ambidexterity and provide a comprehensive model for it.
 
Case study
The statistical population of the study is all multi-business companies that, firstly, have at least 6 subsidiaries that include a combination of homogeneous and heterogeneous businesses, and secondly, the collection of this multi-business company is generally in its growth period. In these companies, experts were selected who have the same master's degree and higher education and have at least 5 years of experience in the selected industry.
Theoretical framework
Studies about business diversity have focused on two main keywords. The first keyword was to take advantage of existing opportunities and approach toward maximizing synergy, and the second keyword was to explore new opportunities and move to unknown business areas. Ambidexterity, as a psychological concept, has emphasized the balance between the two cups of a balance. Borrowing the concept of Ambidextrity from the field of psychology and its application in management has led to the conclusion that a path can be found between two perhaps contradictory tools that are based on the path of moderation. This is also true of diversity. Ambidexterity strives to tailor business growth in a way that satisfies both the desire to take advantage of existing opportunities and the tendency to explore new business opportunities and spaces.

The methodology of this study is a review based on content analysis which was examined by tools such as semi-structured interviews of 13 senior managers in multi-business companies based on a reflective approach. The reflective approach has the following conditions: First: Codes - the product of coding - can evolve throughout the coding process. The two mindsets of the researcher not only validate but also emphasize it as a source of knowledge. Third, coding is an organic, open, iterative process, and the coding product can evolve throughout the encryption process. The validity of the research was evaluated based on the methods of verifiability, applicability, and reliability, and finally, the Cohen coefficient was tested for more validity.
Discussion and

Based on the results of the research, finally, 42 sub-themes were divided into 5 categories. These 5 categories were examined at both internal and external levels. At the internal level, factors related to the individual and the system were divided, and at the external level, the factors were examined in three categories: cultural, economic, and political.

According to the results of the interviews, among the individual indicators, the high relationship between managers and superiors and the motivation of the owners had the highest frequency. Among the systemic factors, the role of high profitability of selected businesses as well as high capital of managers and shareholders to enter more than others. Another thing that can be considered as one of the main points of the interviews is the low operating profit of the main businesses that companies with dual power to be able to justify the low operating profit of their main businesses, try to close this gap by entering high profitability points. Do some research.
Among the political indicators, we can mention the role of the government, which will be more key and crucial, especially in developing countries such as Iran. Among the cultural indicators, there are not enough varied indicators, but some items were extracted from the interviews, which include the following codes: the path of similar competitors, the type of business based on need, silencing the public mind, emerging needs in society, and higher perception of people than companies. It was diversified and these indicators show that the cultural atmosphere of each country can be an important indicator in the formation of dual power diversity. Finally, among the economic indicators, the economic instability of developing countries can be considered as a key indicator. Given the high environmental uncertainty and changes in inflation, interest rates are the main variable. Such companies try to reduce their bankruptcy risk by entering different businesses in various industries.

Today, the impact of human resource management on the growth and survival of organizations is not hidden from anyone, but the functions of human resource management in organizations are different and complex, and therefore organizations need new capabilities to deal with human resource dynamics and change. They are environmental. Organizational ambidexterity is a concept that has been considered by thinkers in recent years and is considered as an effective ability to deal with differences, complexities and organizational and environmental dynamics. Accordingly, the purpose of this study is to identify and prioritize the two-dimensional organization based on human resource management functions performed in the Export Development Bank of Iran. The present study was conducted by heuristic mixed method in two qualitative and quantitative steps. In the qualitative step of the research, interviews were conducted with 13 experts and based on the theme analysis method; Codes, categories, sub-themes and main themes were identified. The results of the analysis of this step of the research led to the identification of 312 primary codes, which were categorized in the form of 86 indicators in 28 sub-themes in 7 main themes. In general, the results of the qualitative step of the research can be in the form of ambidexterity requirements for the organization as well as human resource processes in the form of recruitment, training, performance appraisal, promotion, salaries and benefits, and participation in two domains of ambidexterity (exploration and exploitation). Presented. Then, in order to prioritize the indicators, the AHP method was used .

Nowdays, technology progress and development of the industry 4.00, and the new approach in idustry that concentrate in earning money from the knowledge-based economy, has resulted in designing knowledge management strategy based on the open innovation model. The main objective of this paper is to introduce a framework for knowledge management aligned with the model of open innovation at the enterprise level. To this end, the literature of the last 50 years on the WoS database is reviewed, and 34 articles were selected (out of 256 articles ) by the meta-synthesis method. By reviewing and analyzing their content, 55 codes, 16 themes, and 4 categories were extracted. These categories are: 1) creating technological infrastructure and knowledge management infrastructure, 2) Finding the common knowledge base and incorporating the ambidextrous approach for corporate learning, 3) supporting intellectual property and protecting shared knowledge, and 4) continuous improvement of organizational knowledge management performance. The first three categories can lead to the fourth. The results can be used to improve and adapt the knowledge management system in firms that focus on open innovation. It can be used as a criterion for evaluating the knowledge management system of companies seeking support in designing government incentives to encourage open innovation.

Organizational ambidexterity is the ability of an organization to simultaneously pursue the use of existing knowledge and discover new knowledge. The present study has been compiled with the aim of validating the ambidexterity intellectual capital model in government organizations. Survey research strategy and research method is quantitative. The statistical population of the study was 151 managers and experts in charge and staff of Khorasan Razavi Road and Urban Development Organization. The statistical sample was obtained by simple random method using Morgan table for 148 people. The research tool includes a researcher-made questionnaire containing 138 questions or items. To analyze the data of this research, SPSS 11 software and PLS software have been used. Findings of research on the model of ambiguous intellectual capital in government organizations include 4 categories of human capital - exploration and exploitation, structural capital of exploration and exploitation, communication capital - exploration and exploitation and spiritual capital - exploration and exploitation with 11 components. . The data showed that the model has the necessary validity.

In recent years, having the organizational capability in simultaneous management of business and institutional goals has become more important. For instance, companies are increasingly expected to minimize the detrimental effects of their activities on the environment or to meet the expectations of social institutions, concurrent with improving their growth and profitability. This issue is especially significant in developing countries due to the underdevelopment of institutional structures as well as severe turmoil in the political, economic and social environment. Considering different and heterogeneous nature of the competitive and social goals in companies, the purpose of this study is to draw a model for the successful and simultaneous management of competitive goals along with gaining social legitimacy. Accordingly, by using case-study method we chose Golrang Industrial Group (GIG) as one of the successful Iranian holdings in managing the competitive and social environment, then required data were collected by examining the related organizational documents and conducting in-depth interviews. we afterward explained the effective components on the ambidextrous pattern of competitive advantage and social legitimacy by content analysis method.The results showed that the concurrence of competitive goals and social legitimacy in a way that leads to strengthening each other, requires implementation of three key practices: 1. Creating new competitive and institutional rules (Changing the playing field), 2. Protecting the environment and gaining institutional support (Buffering strategy), and 3. Ensuring the goals operationalizing and securing the results (institutional leadership strategy).

The approach of cluster development as one of the new strategies of industrial development in the last two decades has been considered by policymakers. The business clusters as a spatial focus of firms with shared opportunities and threats, in order to survive in a turbulent competitive environment, requires simultaneous attention to exploring future opportunities and exploiting current capabilities. Ambidexterity in business clusters as open systems with complex economic and social links requires recognizing the interaction between actors and paying attention to their preferences. This research is descriptive in terms of data collection and qualitative in terms of data type which is based on the study of articles, policy documents, reports and conducting interviews with experts. Due to the complexity of the conflict between actors, using a game theory model called graph model, interactions and preferences between different actors of the ambidextrous business clusters are modeled and analyzed and based on it, and the most probable results are presented. The results of the model show that the government, business clusters and scientific and research centers are three actors that are in a new equilibrium state with unilateral improvement, while financing institutions and business development service providers are not in a new equilibrium state.

Business clusters evolve as a spatial focus of firms with shared opportunities and threats in a nonlinear behavior, with a multiple feedback mechanism between cluster actors, and require attention to ambidexterity- exploiting of current capabilities and exploring future opportunities- in order to survive in a complex and competitive environment. In recent decades, the harsh sanctions of the arrogant powers have been one of the obstacles to accessing the world's latest technical knowledge and technology to help economic growth and development, which has been considered a source of serious controversy in reducing the competitiveness of enterprises. In this study, in order to investigate the issue of sanctions in interaction with other actors, information collection through reading articles, policy documents, reports and receiving expert opinions through interviews has been considered. Due to the complexity of this conflict, using a game theory model called the graph model, the interactions and preferences between different actors in the business cluster are modeled and the most probable results are presented. According to the analysis, the government, business clusters and scientific and research centers have an improved equilibrium point, but there is no preferential financing for the centers to change the current situation.

The purpose of this study is the role of organizational ambidexterity in knowledge commercialization in order to provide a model. The research method was applied in terms of purpose and exploratory (qualitative-quantitative) in terms of data type. The research community in the qualitative section analyzed knowledge commercialization documents using inductive content Was analyzed. After extraction the components from the existing literature, the questionnaire was given to 28 of and specialists experts and university of Experts working in growth centers in Mazandaran province province, Targeted to achieve theoretical saturation which were selected by sampling method. Data were collected through a semi-structural and holding questionnaire from two Delphi panel periods. Then it was and analyzed by Delphi technique. The statistical population in a part quantitative included all faculty members of the Islamic Azad University of Mazandaran province with 1531 people. Using stratified random sampling method and based on Cochran's formula, 308 people were selected as a statistical sample. The tool for collecting the questionnaire was researcher-made. Based on the findings, dimensions, components and indicators of knowledge commercialization based on organizational ambiguity in the form of 4 dimensions And 10 components and 83 indicators were identified.

With increasing competition and the pace of change, companies will face with a crisis focus on exploiting existing capabilities or exploring new capabilities [1]. To adapting to the speed of change, Companies must adapt ideas or processes, which lead to the development of new products or services in emerging markets, and they must use current capabilities to exploit existing products and services [2]. So, in today's world, we need ambidextrous organizations with the ability of managing two kinds of incremental and radical changes simultaneously , and the ability of doing two opposite works at the same time, which are: stability of the status quo and change [3]. Therefore, the purpose of the present study is to identify the dimensions of ambidexterity, characteristics of an ambidextrous bank and provide a model for decision making on ambidexterity dimensions of a bank based on agent-based modeling according to market scenarios. This simulation model has been run in AnyLogic software.

One of the common approaches in the last two decades, which has caused great changes in the industrial countries in the field of production, is supply chain management. Ultimate and sometimes even organizational survival depends on their ability to use the two-way to create a competitive advantage for the organization. Production organizations must be flexible enough to be able to manage unpredictable threats in the uncertain and unstable future. On the other hand, take full advantage of the existing opportunities. The present study is applied in terms of purpose, descriptive in nature and survey in terms of conducting research. Structural equation modeling based on partial least squares PLS has been used to test the model fit and test the hypothesis. This research has nine hypotheses and the results show that the three dimensions of supply chain measurement, supply chain agility and supply chain readjustment as constituent dimensions, the process of creating dynamic capability in the the two-way supply chain as well as the two-way Supply chain strength has a positive effect on organizational performance. On the other hand, the two-way supply chain has a negative effect on the size of supply chain disruption and also the magnitude of negative supply chain disruption has an adverse effect on organizational performance.ultimately this two-way supply chain causes the enduring supply chain.

While evidence shows a significant effect of absorptive capacity on innovation around the world, no policy for improving absorptive capacity of defense firms has been adopted. As a result, a question arises that how increasing absorptive capacity of defense firms leads to increase their innovation performance. Defense customer’s needs made defense firms to incline more toward exploitation, but the owner of these firms-defense ministry is more inclined to exploration. The purpose of this study is to understand this duality and how absorptive capacity of these firms affect their parallel moves towards exploitative and explorative innovations.

this study is an applied research on purpose and from data gathering point of view is a mixed one. In qualitative part using 12 interview with experts of university and industries, a model and framework came up. In quantitative part based on 10 hypothesis on the study framework, 60 questionnaires has been gathered from different defense firms and its data went under analysis.

realized absorptive capacity affects exploitative and explorative innovations and ambidexterity, and that potential absorptive capacity mediates their relations. It was also shown that potential absorptive capacity is a prerequisite of realized absorptive capacity and ambidextrous defense firms have higher performance compared to other defense firms.

policy makers should emphasize more on exploitation and realized absorptive capacity for firms in their maturity and decline life cycle. In other hand they should focus and invest on exploration and potential abortive capacity for firms in introduction and growth stage.

The purpose of this study is investigating the effect of pro-innovation culture and organizational ambidexterity on new product development. This research in terms of paradigm is ultra-positivism that has been done with a quantitative approach. Also this paper is an applied research that in terms of data collection is descriptive_survey. Target population of this study is all managers of sports equipment manufacturer companies, that 69 individuals were selected as the sample members using simple random sampling. In this study two methods of library and field research were used to collect data, that in order to ensure the reliability of the questionnaire, two criteria of cronbach's alpha and composite reliability were used and also convergent validity, divergent validity and content validity were applied to examine its validity. In this research, in order to investigate the relationship between variables and data analysis, the partial least squares method (PLS) and smart-pls software have been used. The results showed that pro-innovation culture had a positive and significant effect on organizational ambidexterity and new product development. The results also showed that organizational ambidexterity including exploration and exploitation capabilities had a positive and significant effect on new product development.

Two-way supply chain necessitates the supply chain of organizations to better adapt themselves with environmental changes in business. The aim of this study was to evaluate the status of the two-way supply chain in the logistics of a military-service organization. In terms of purpose, this is an applied research and in terms of how data is collected, it is a descriptive-surveying research. The statistical population of the study includes commanders and managers of one of the defense organizations based in Tehran province with 110 people. Using the Cochran’s formula, 85 people were selected as sample members. To gather information, the two-way supply chain questionnaire of wamba and his colleagues, which includes two dimensions of agility and adaptability, was modified and revised in accordance with the objectives, tasks and mission of the target organization, the validity of the questionnaires was confirmed based on the opinions of the experts and their reliability using Cronbach’s Alpha coefficient. In data analysis, due to the normality of distribution, a parametric test (T-single sample) has been used. The results of the research hypotheses test indicate that the logistics of the study organization has an acceptable two-way supply chain.

Organizational ambidexterity refers to the ability of organizations to discover new competencies and exploit existing capabilities. Bipartite organizations need to organize a human resources system consisting of two compatible HRM systems for exploration and exploitation units, so this study presents a model for ambivalence human resource management with a thematic analysis approach and the Treasury Network approach.

The present study has an exploratory mixed method. The research population consisted of traffic experts and law enforcement personnel in Qazvin province, which was the target group of participants. Semi-structured interview and treasury network questionnaire were used for data collection. After 10 interviews, the theoretical saturation was reached and the interview was stopped. Excel software was used for theme analysis and Idogrid software for treasury network.

The results of theme analysis and treasury network analysis showed that two-dimensional HRM has 77 indices in two categories (exploration and exploitation) and 8 dimensions (double requirements, double employment, double education, double assessment, and service compensation). Ambidexterity working relationships, ambidexterity human resource planning, and ambidexterity retention.

According to the results of the research, the police force for designing an effective model in the field of ambidexterity human resources management should attract efficient human resources, recruit for human resources and plan resources available in the organization, the relationship between staff and bosses; it should provide appropriate training, staff training and improvement, and consider the most efficient models for evaluating employee performance and output to identify the employees who have made the extra effort in the organization and optimize service delivery. They encourage employees to stay in the organization.

Considering the critical role of human resource in performance, the purpose of this research is identifying the effects of human resource practices and human capital on performance of international transportation companies and mediating variable of innovation ambidexterity.

Statistical population was included international transportation companies and using Cochran method, 55 companies were selected. The survey questionnaires were sent to top managers of these companies. The reliability of the measurement model has been established by examining the composite reliability and cronbach’s alpha and validity was assessed by convergent and discriminant validity. Data were examined using Smart-PLS and IBM SPSS.

The results showed that HRM practices and human capital effect on business performance. Also, innovation ambidexterity will mediate the impact of human resource practices and human capital on business performance.

It seems that one of the requirements for the development and improvement of transportation company’s performance is to focus on specialized knowledge of the staff and applying this knowledge to develop innovation. It is suggested to companies to allocate balanced proportions of resources to new exploration projects and new exploitation projects.

One of the main concerns of achieving an ambidextrous organization, is the determining of ambidextrous innovation features. In fact, finding the appropriate response which ones are the components and features of innovation in each of corporate strategic management approaches, forms the main purpose of designing and explaining the ambidextrous innovation in this research. In this study, structural equation modeling was used to design and explain the interactive model of this study while conducting library studies and using expert opinions. Accordingly, the model of ambidextrous innovation was shown in the 4 key components of Sectional, continuous, Revolutionary and Interactive innovation and 12 observed variables. The results of applying the proposed methodology in a Defense Holding firm are indicative of fit and acceptable validity of graphic relationships in the interactive model of this study.