Impact of Organizational Ambidexterity on Overall Project Success: Examining the Roles of Absorptive Capacity, Innovation Capability, and Organizational Resilience

Abstract

This study investigates the impact of organizational ambidexterity on overall organizational project success, with particular attention to the roles of absorptive capacity, innovation capability, and resilience. Organizational ambidexterity refers to an organization’s ability to simultaneously pursue exploratory and exploitative activities. Prior research has not clearly articulated how organizational ambidexterity relates to overall organizational project success. To address this gap, the present study examines the relationship between organizational ambidexterity and overall organizational project success, as well as the influence of absorptive capacity, innovation capability, and organizational resilience on this relationship. A total of 505 responses were collected from software houses, primarily from senior-ranking members such as project managers and team leads in game and web development. The results show that organizational ambidexterity significantly predicts both innovation capability (b = .96, p < .001) and project success (b = .54, p < .001). Innovation capability partially mediates this relationship (indirect effect b = .19, 95% CI [.11, .28]). Absorptive capacity demonstrates a strong, positive direct association with innovation capability, but does not significantly moderate the relationship between organizational ambidexterity and innovation capability. These findings offer valuable insights into the mechanisms through which organizational ambidexterity contributes to superior project success and provide practical implications for organizations seeking to improve project outcomes.