Organizational ambidexterity and entrepreneurial orientation: the path to high performance in family businesses

Purpose The factors driving the performance of family businesses have attracted significant interest in scientific research. This study aimed to analyze the influence of organizational ambidexterity on entrepreneurial orientation and performance in family businesses, examining the mediating role of entrepreneurial orientation. Design/methodology/approach Characterized as a descriptive survey with a quantitative approach, this study utilized structural equation modeling and partial least squares regression to test the formulated hypotheses. A total of 129 respondents from family businesses participated in this research. Findings The findings indicate that organizational ambidexterity and entrepreneurial orientation influenced the organizational performance of family businesses. Furthermore, organizational ambidexterity impacted entrepreneurial orientation, which, in turn, mediated the relationship between organizational ambidexterity and organizational performance. Originality/value To date, few studies have thoroughly examined the interconnection between organizational ambidexterity, entrepreneurial orientation and organizational performance. This study explores the factors that guide entrepreneurship management in family businesses within emerging economies. As such, our research contributes to the field of organizational ambidexterity and entrepreneurial orientation, suggesting that managers should focus on both market-driven and internal approaches to enhance organizational performance.