Ambidexterity model for middle managers in professional bureaucratic organizations

Document Type : Article extracted from a doctoral dissertation

Authors

Department of Management, Ard.C, Islamic Azad University, Ardabil, Iran

Abstract

This research proposes a model for managerial ambidexterity in professional, bureaucratic public organizations, focusing on how middle managers can concurrently balance internal pressures for efficiency and formality with external needs for innovation and adaptation. The study followed a sequential mixed-methods approach. In the first (qualitative) stage, 18 experts were interviewed to generate model components, which were then validated for reliability (inter-coder index: 89%) and credibility. In the second (quantitative) stage, these components were used to create a questionnaire administered to 370 respondents. Finally, the collected data were analyzed using a Partial Least Squares (PLS) approach to Structural Equation Modeling (SEM). According to the obtained results, 250 open codes and 37 axial codes were organized into 6 core categories: Causal Conditions (enhancing public relations, flexibility, competitive environment, job expansion, productivity, perspective change, individual characteristics, vision, organizational structure), the Central Phenomenon (exploration, exploitation), Contextual Conditions (organizational culture, development of interactions, financial incentives, efficient management, teamwork, knowledge sharing), Intervening Conditions (individual factors, management systems, organizational processes), Strategies (training, motivation, strategic planning, boundary spanning, organizational learning, talent management, human resources, financial support, effective management, policymaking), and Consequences (structural change, environmental adaptation, creativity, innovation, entrepreneurship, organizational development, attitude change). These categories were found to significantly shape the ambidexterity of middle managers in professional bureaucratic organizations. The findings of this research can assist managers in governmental agencies in focusing on the various dimensions affecting the organizational ambidexterity of middle managers to facilitate a balance between organizational formality and flexibility.

Keywords

References

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Journal of Comparative Public Administration
Volume 4, Issue 2
September 2026
Pages 147-184

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  • Receive Date: 17 December 2025
  • Revise Date: 13 May 2026
  • Accept Date: 06 June 2026

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