The Impact of Organizational Ambidexterity on Creating Shared Value: An Analytical Study of Food and Drinking Manufacturing in the Kurdistan Region of Iraq (KRI)

This article aims to identify the impact of organizational ambidexterity on creating shared value, focusing specifically on the food and drink industry in the Kurdistan Region of Iraq (KRI). The sample of the current study consists of 201 managers; in Erbil, 97 respondents from 97 factories participated, while in Suleimani, 50 respondents from 50 factories agreed to participate, in Duhok, 54. Through a deductive quantitative research approach, this study utilizes a questionnaire survey (see Appendix One) administered to owners and top managers of food and drink factories in the KRI. The questionnaire measures organizational ambidexterity using two latent variables: exploration and exploitation, and creating shared value using two latent variables: creating economic value and creating social value. Structural equation modelling (SEM) with AMOS v24 software is employed for data analysis. The results of this study contribute to understanding how organizational ambidexterity influences the creation of shared value in the context of food and drink factories in the KRI. The findings shed light on the strategies and practices that enable firms to achieve sustainable competitive advantage while simultaneously benefiting the economy and society. The study's findings also recommend prioritizing sustainable practices for environmental impact reduction, social well-being promotion, and long-term business sustainability to create shared value in the food and drink industry.