Business intelligence competencies and their impact on organizational ambidexterity


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In Jordan’s banking sector, organizations face the dual challenge of stability and innovation. Achieving this balance requires a deep grasp of leveraging capabilities for existing opportunities and exploring new ones. The key lies at the intersection of business intelligence and organizational ambidexterity. Therefore, this study has investigated the relationship between business intelligence and organizational ambidexterity within the Jordanian banking sector. It examined the impact of managerial, technical, and cultural competencies of business intelligence on organizational ambidexterity in Jordanian commercial banks listed on the Amman Stock Exchange. The quantitative study involved 449 bank employees. The data were gathered via a questionnaire, and the responses were analyzed using R language version 4.2.2. The results indicated that managerial competencies (z = 8.26, p = 0.000) and technical competencies (z = 4.09, p = 0.000) exhibit statistically significant positive direct effects on organizational ambidexterity. Additionally, cultural competencies were found to have a statistically significant direct effect on organizational ambidexterity (z = 2.083, p = 0.037). Managerial, technical, and cultural business intelligence competencies play crucial roles in the adoption of organizational ambidexterity among Jordanian commercial banks. Achieving organizational ambidexterity necessitates integrating these competencies with organizational capabilities.

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    • Table 1. The number of employees of each bank
    • Table 2. Demographic characteristics of participants
    • Table 3. Convergent and discriminant validity of the measurement model
    • Table 4. HTMT results
    • Table 5. Goodness-of-fit for the tested structural model
    • Table 6. Hypothesis testing
    • Conceptualization
      Zaid Alabaddi, Jehad Aldehayyat
    • Data curation
      Zaid Alabaddi, Rukana Alshweesh, Ahmad Almohtaseb
    • Formal Analysis
      Zaid Alabaddi, Ahmad Almohtaseb, Jehad Aldehayyat
    • Funding acquisition
      Zaid Alabaddi, Rukana Alshweesh
    • Investigation
      Zaid Alabaddi, Rukana Alshweesh
    • Methodology
      Zaid Alabaddi, Ahmad Almohtaseb, Jehad Aldehayyat
    • Project administration
      Zaid Alabaddi, Ahmad Almohtaseb, Jehad Aldehayyat
    • Software
      Zaid Alabaddi
    • Supervision
      Zaid Alabaddi, Ahmad Almohtaseb
    • Validation
      Zaid Alabaddi, Rukana Alshweesh, Ahmad Almohtaseb, Jehad Aldehayyat
    • Writing – original draft
      Zaid Alabaddi
    • Writing – review & editing
      Zaid Alabaddi, Rukana Alshweesh, Ahmad Almohtaseb, Jehad Aldehayyat
    • Resources
      Rukana Alshweesh, Ahmad Almohtaseb, Jehad Aldehayyat
    • Visualization
      Rukana Alshweesh, Jehad Aldehayyat