Organizational Ambidexterity Model for Digital Innovation in the Banking Industry

This article examines organizational ambidexterity model for digital innovation in the banking industry and explains the dimensions of ambidexterity model in this organization. the approach of the present research is mixed consisting of two phases: qualitative and quantitative. in the qualitative phase, in order to participate in in-depth exploration from the perspective of the participants, conducting individual interviews is considered as an appropriate method. semistructured method was adopted based on the purpose of this study. the sampling method is based on a theoretical qualitative approach. the statistical population of the study consists of all employees of saderat bank of iran. at this stage, a 96-item researcher-made questionnaire was developed based on the designed-model and 380 questionnaires were distributed among the staff using clustered sampling method. technological advancements have led to the creation of innovative products and services across various industries. this has enabled extraordinary transformations in business systems to adapt towards rapid changes, increase the capacity to innovate, reduce costs by utilizing knowledge sources across the organization to excel at a competitive rate. this study identified the dimensions and components of organizational ambidexterity through reviewing the literature of organizational ambidexterity as well as interviewing an expert group and analyzing their viewpoints. then, by distributing aresearcher-made questionnaire and statistical analysis, it examined the research pattern in the current and desirable situation of the organization.