Charitable organisations and ambidexterity: implications for charity sector leaders

Purpose This paper is an outcome of professional doctoral research into charitable organisations and ambidexterity. The study aims to offer a new contribution to the organisational literature on charity and organisational ambidexterity through determining key components of organisational ambidextrous design in the delivery of social mission. Design/methodology/approach The research was conducted using a mono method, in the form of 14 semi-structured interviews with executive members of UK-based charities in the disability, health or social care arena. Analysis took place through a reflexive thematic analysis process. Findings Findings culminated in eight key components for the application of organisational ambidexterity in charity. Research limitations/implications The research advances prior debates, relating to charities and organisational ambidexterity respectively, and develops previous associated research on organisational ambidexterity and public enterprise. In doing so, it proposes a new framework model of eight components for ambidextrous working in charity. Findings are based on a small purposive research sample and are embryonic, meaning that there is opportunity for this field of study to evolve and mature over time. Practical implications The paper points to clear evidence of organisational ambidexterity represented in multi-dimensional structural models, culture, systems and strategy, which has resulted in a model of components for ambidextrous working relevant to the charity sector. Social implications Research within this paper provides awareness and new knowledge for charity sector leaders and managers in the achievement of social mission. Originality/value To the best of the authors’ knowledge, this paper represents the first scholarly research conducted into organisational ambidexterity applied to private charities in the UK.