The Relationship between Organizational Ambidexterity and Employees Innovative Work Behavior: A Study on the Banking Sector Employees in Egypt
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Abstract
Most preceding studies focus on developed economies and in high-tech settings, with limited evidence from emerging markets like Egypt. This cross-sectional, quantitative research examines how organizational ambidexterity (OA) and its components—exploration and exploitation—predict employee innovative work behavior (EM-IWB) in Egypt's banking sector. Data was collected via a 26-question survey from June 10 to July 4, 2025. The study explores the relationship between OA, its dimensions, and EM-IWB, using regression analysis to test hypotheses. Results show that ambidexterity, exploitation, and exploration positively relate to innovative behavior, supporting the theoretical framework. Findings emphasize the importance of both OA components in fostering innovation. The study extends ambidexterity theory to Egypt, suggesting banks should empower employees, promote psychological safety, and provide leadership for innovation. Policymakers are also advised to stimulate sector innovation. Future research may explore digital ambidexterity, longitudinal studies, and comparisons across sectors.
Keywords
Organizational Ambidexterity, Exploitation, Exploration, Employees’ Innovative Work Behavior, Innovation, Banking Sector, Egypt.
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