According to the resource-based approach, many researchers testify that human resource management is one of the most important process of maintaining the competitive advantage of the organizations. Given the increasing pace of environmental changes, organizations cannot rely on their present advantages to guarantee their success in the future. Concerning the role of human resource in maintaining and enhancing the competitive capabilities of organizations, along with the importance of human resource management as the most important basis for ambidextrous organizations, managers are supposed to have a specific framework and proper programs for employing this important resource. This research is aimed at providing a human resource management framework for ambidextrous organizations. The research is a case study whose data is analyzed on the basis of thematic analysis. The data collection tool includes a semi-structured interview containing 18 experts in human resource from the surveyed organization selected through purposeful and snowball sampling method. According to the findings of the research, and based on the theme analysis, 47 components are proposed for the framework of human resource management of ambidextrous organizations, as well as 27 components for the framework of human resource management for contextual ambidextrous organizations.

Organizational ambidexterity as a new managerial construct has been proposed in recent years. This concept is entering into the field of technology, innovation, entrepreneurship, organizational behavior, organizational design and strategy. ambidexterity is viewed as a tool to gain sustainable competitive advantage, business performance and firm survival. It can be achieved through organizations’ endeavor to exploit and explore available opportunities. Many companies have comprised the view that to function effectively in today’s economy, it is indispensable to become a knowledge-based organization. The Knowledge Based Organizations created in order to synergistically exploit science and wealth, develop knowledge based economy and strongly depend on innovation as a source of the competitive advantage. In this article, by systematically reviewing related literature, we have tried to illuminate the notion of ambidexterity. Structures and forms of organization ambidexterity in knowledge based organizations were revised and its role to improve the performance of knowledge based organizations has been clarified. Paper suggested that knowledge based organization through ambidexterity in management, structure and process could guarantee its survival in today’s dynamic environment. In the paper, organizational ambidexterity definition in explained. Furthermore, the necessary that knowledge based organization must pass on toward ambidexterity in explained. The sequential ambidexterity, structural ambidexterity and contextual ambidexterity as foremost typologies for ambidexterity is discussed.

ambidexterity concept refers to the ability of organizations to address two incompatible objectives. In environmental uncertainty, organizational ambidexterity typically has a positive effect on performance and leads to sustainable competitive advantage, long-term success and survival. Nevertheless, it is possible only when the culture enables organizational members to exploit current competence (exploitation) and explore new opportunities and abilities (exploration). The purpose of this study is to assess the effects of organizational culture ambidexterity and organizational ambidexterity on performance. In order to evaluate the research hypotheses, companies operating in the food industry were selected as population and questionnaires from managers of 62 companies is collected and analyzed. The proposed model is analyzed using Structural Equation Modeling techniques with the help of Warp PLS program. Results support the relationship between organizational culture ambidexterity and organizational ambidexterity, as well as their relationship with performance. Also according to the results, organizational ambidexterity has a mediator role in the relationship between organizational culture ambidexterity and performance.

The present study aims to provide a framework for the development of contextual ambidextrous human resources in Aras Free Trade-Industrial Zone. The research method was qualitative through semi-structured interviews by human resource experts in firms within the Aras Free Industrial Zone. To determine the sample group, 15 experts with, at least, 5 years of managerial experience were selected and participated in the research using snowball sampling method. According to the theme analysis method, 11 characteristics were identified classified into five factors of the development of contextual ambidextrous human resource including empowerment, motivation creation, opportunity generation, adaptability, and human resource management which formed the framework for the ambidextrous development of human resources. Therefore, it is essential to consider some mechanisms to develop human resource ambidexterity. Accordingly, it is recommended to consider education and new skills, creative ideas and talent identification to empower employees. Furthermore, it is possible to motivate employees through succession planning based on their competency, as well as by providing support for employees.

Due to the ambiguity and uncertainty of the organizational, it is crucial that organizations environment, the adopt ambidexterity approach. The aim of this study is to identify the affecting factors to ambidexterity in organizations. A systematic review was used to examine the main research questions. This method uses a filters the selected papers, based on their abstracts and outputs. A total of 30 final papers were used in this study. After analyzing papers, the factors affecting ambidexterity were classified in to three general categories, which are contextual, structural and behavioral factors. contextual factors consist of six indicators: environmental dynamic, competitiveness, market orientation, information asymmetry and institutional pressure. Also, the structural factors involve ten indicator's namely coordination, systemic capability, economy of scope, organizational age, organizational size, simultaneous use of organic and mechanical structure, surplus of resources, dynamic capability, and strategy of organization. Finally, the behavioral factors includes six indicators namely: strong culture, high employee engagement for learning, strong management team, high sociability and style of leader and manager. The results of the study indicate that in order to create ambidexterity, issues such as managerial motivations, the company’s liquidity and high environmental uncertainty must be taken into account.

Background & Purpose The aim of this study was to use statistical method the meta-analysis in order to analyze the results of research conducted in the field of meta-analysis of antecedents of organizational ambidexterity. Methodology The present research is descriptive in terms of purpose, The type of use, functional and in terms of data type, research is quantitative, The statistical population the study included related internal and external articles from 2003 to 2019. 43 cases of non-randomly sampling target method were analyzed as imported samples. Selected studies were analyzed using CMA2 software (comprehensive meta-analysis software). Findings Among the antecedents of organizational ambidexterity, 11 have an effect size greater than (0. 5), 7 cases have an effect size between (0. 25) to (0. 5) and 3 cases are less than (0. 25). In other words, the variables the organizational structure, shared vision, strategic goal, human resource management, market orientation, competitiveness, organizational memory, entrepreneurial orientation of the organization, integration of management team behavior and environmental complexity had the greatest effect. Also, the variables of environmental dynamics, environmental changes, organizational culture, organizational intelligence and environmental complexity have the least effect. Also, the size of the stochastic combined effect the reviewing the meta-analysis of organizational ambiguity antecedents is equal to 0. 573. This effect (r) is evaluated at a high level. Conclusion Making effective changes in variables with high effect size, It can create a balance in the field of exploration and exploitation in the organization and increase the profitability and performance the organization.

The subject of dual-power leadership is one of the approaches that has recently entered the field of management and leadership and can best stimulate and direct innovation; because it is able to simultaneously apply the exploration and exploitation skills needed for the innovation process. These leaders sometimes use the past experiences for their reactions or decisions and use these experiences as important and crucial resources to maintain and survive their business (Exploitation). This is while they know that they need to have a look at the future in order to adapt effectively in a highly competitive market for resource conservation (Exploration). The topics discussed in this area have recently entered management and leadership literature, and there are no comprehensive models and theories in this field. The purpose of the present research was to identify the components of dual-power leadership based on the studies conducted in this field, and was carried out in a meta-synthesis method. The findings of the research indicated that the dual-power leadership was categorized in three dimensions: Organizational dimension with various components such as organizational capacity-building, influence on others, responsibility, strategy implementation, mastery over the whole organization and organizational characteristics; Environmental dimension with elements such as strategic thinking, foresight, path analysis, and attention to market and customer; and individual dimension with different components of individual capacity development, wisdom and creativity.

One of the essential challenges franchisors encounter is achieving a balance between the opposing activities of standardization (products and services) and adaptation (local preferences). This is called ambidexterity in the literature of organizational studies. While the literature on franchising provides little insight into ambidexterity, this research investigates factors affecting ambidexterity and performance. This research is practical in goal and descriptive-correlational in terms of data collection. The data was collected using a survey questionnaire, filled with 63 franchisors, and analyzed using the Smartpls2 software. The results indicate that plural model, network portfolio management capability, growth orientation and market diversity positively affect franchisors' ambidexterity. Contrary to our expectations, contract flexibility does not influence ambidexterity in franchisors. The findings also show that ambidexterity holds a positive impact on the firm's performance.