The Impact of Strategic Improvisation on Organizational Ambidexterity-Field Research

The research aimed to explore the extent to which strategic improvisation affects organizational ambidexterity. The research problem is embodied in the failure of organizations to effectively embody these variables in their work and the negative repercussions this has on their performance. The research derives its importance from the importance of the topics it addresses (strategic improvisation, organizational ambidexterity). The research community comprised managers working in commercial banks. The research sample consisted of (200) managers and officials in the aforementioned banks. A questionnaire was the primary tool for collecting data and information. AMOS software, version 22, was used to analyze the data and extract results. The research reached a number of conclusions and recommendations. The most prominent conclusions were the existence of a correlation between the research variables, as well as the impact of strategic improvisation on organizational ambidexterity. The most prominent recommendations were the need for business organizations in general, and private commercial banks in particular, to pay great attention to strategic improvisation, given its effective role in overcoming fluctuations and environmental conditions.