Strategic and technological drivers of ambidexterity and sustainability: Impact assessment in UAE project-based public sector organizations

This research aims to propose a framework for applying ambidexterity in the UAE’s public sector project-based organization. The study uses a quantitative research methodology to survey 400 public sector employees to establish the correlation between organizational culture, leadership, technology, and ambidexterity. The study validates these factors' importance to ambidexterity using exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). The study reveals that a supportive organizational culture and transformational leadership positively influence ambidextrous capabilities, while technology adoption moderates the impact of leadership and culture on ambidexterity. Furthermore, the findings reinforce the hypotheses that human capital and employee flexibility facilitate ambidextrous strategies, mainly when supported by technology. However, the study identifies factors like organizational silos, resistance to change, and resource scarcity, which are the main barriers to ambidexterity. Therefore, the study contributes to the literature by proposing a context-specific framework for ambidexterity in the UAE’s public sector. It offers valuable insights to policymakers and public sector managers about overcoming the challenges inherent in the ambidexterity process. The validated framework provides tangible guidelines for building ambidexterity, especially regarding technology resources, organizational culture, and leadership.