The Impact of Strategic Management Practices on Organization Ambidexterity in The Palestinian Public Sector Organizations: The Moderator Role of Intellectual Capital رسالة دكتوراة

Abstract

The present research examines how strategic management approaches influence organisational ambidexterity in the Palestinian public sector. It is concerned with the role of the visioning, focusing and implementation dimensions in determining the capacity of an organisation to undertake both exploration and exploitation activities, which in turn can promote adaptability and overall performance. The paper also discusses the moderating effect of intellectual capital- that is, human capital, structural capital, and relational capital in enhancing this relationship. A questionnaire was administered to the employees of different governmental institutions with the number of valid responses being 420. The proposed relationships were tested by analysing the data with descriptive and inferential statistical methods. The findings suggest that strategic management practices significantly enhance organisational ambidexterity. Furthermore, intellectual capital was shown to strengthen this relationship, underscoring its pivotal role in allowing public sector organisations to respond effectively to dynamic and complex environments. The results highlight the need of the public institutions to implement effective strategic planning cycles, invest in human and structural capital development and cultivate organisational cultures that encourage ambidextrous capabilities. These are necessary to enhance innovation, operational effectiveness, and the quality of public service delivery, ultimately to increase the resilience and adaptability of organisations to fast-changing socio-political environments.