Determining factors of organizational ambidexterity in academic performance in private higher education institutions

Forte, Sérgio Henrique Arruda Cavalcante; Silva, Maria de Fátima Roseno; Ferreira Neto, Macário Neri

doi:10.1590/1678-6971/eRAMC240195

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Knowledge, Strategy, and Innovation • RAM, Rev. Adm. Mackenzie 25 (4) • 2024 • https://doi.org/10.1590/1678-6971/eRAMC240195 copy

Determining factors of organizational ambidexterity in academic performance in private higher education institutions

Fatores determinantes da ambidestria organizacional no desempenho acadêmico nas instituições de ensino superior privadas

Authorship SCIMAGO INSTITUTIONS RANKINGS

ABSTRACT

Purpose:

This research aims to measure the impacts of determining factors of organizational ambidexterity on academic performance in private higher education institutions (HEIs) in Brazil.

Originality/value:

This study investigates predictive, mediating, and moderating relationships in a model that has yet to be explored in the literature.

Design/methodology/approach:

This theoretical-empirical research uses questionnaires containing 172 Brazilian private HEIs and analyzes them through structural equation modeling.

Findings:

The results indicated that entrepreneurial orientation positively influences academic performance directly or is mediated by organizational ambidexterity. Learning orientation does not directly influence academic performance, but the result is significant when mediated by organizational ambidexterity. Although not substantial, market turbulence shows a medium moderation in the relationship between ambidexterity and performance. The indirect path between entrepreneurial orientation and academic performance mediated by organizational ambidexterity was stronger than the direct path without the mediation of ambidexterity. In conclusion, ambidexterity is presented as a relevant construct to mediate entrepreneurial orientation and learning orientation in the performance of private HEIs in Brazil under conditions of market pressure.

KEYWORDS:
entrepreneurial orientation; learning orientation; organizational ambidexterity; academic performance; higher education institutions

Construct	Questions	Authors
Entrepreneurial orientation	EOO1 – New courses and/or educational services were launched.	Morais et al. (2020)Morais, D. M. G., Facó, J. F. B., Romeiro, M. do C., Gasi, F., & Nascimento, D. M. do. (2020). A orientação empreendedora nas pequenas e médias instituições de ensino superior privadas. South American Development Society Journal, 6(16), 36. https://doi.org/10.24325/issn.2446-5763.v6i16p36-68 https://doi.org/10.24325/issn.2446-5763....
	EOO2 – Modifications were made to existing courses and/or educational services.
	EOO3 – The HEI has anticipated the actions of competitors.
	EOO4 – The HEI has maintained a competitive posture regarding its competitors.
	EOO5 – The HEI has been looking for high-risk projects with high benefits.
	EOO6 – The HEI has maintained a bold and aggressive posture to maximize opportunities.
Learning orientation	LOO1 – Belief in the organization’s ability to learn is fundamenta for development.	Morais et al. (2020)Morais, D. M. G., Facó, J. F. B., Romeiro, M. do C., Gasi, F., & Nascimento, D. M. do. (2020). A orientação empreendedora nas pequenas e médias instituições de ensino superior privadas. South American Development Society Journal, 6(16), 36. https://doi.org/10.24325/issn.2446-5763.v6i16p36-68 https://doi.org/10.24325/issn.2446-5763....
	LOO2 – The cooperation between teachers, coordinators, and directors is a normal working attitude.
	LOO3 – Considers teacher learning to be an investment, not a cost.
	LOO4 – Belief that learning is a fundamental value for the development of the Institution.
	LOO5 – The team spirit strongly prevails.
	LOO6 – Belief that to stop learning means to jeopardize the future of the Institution.
	LOO7 – Internal communication shares and always keeps the lessons learned alive.
Organizationa ambidexterity	ETO1 – Improved the quality of the existing service.	Soares and Reis (2020)Soares, J. L., & Reis, D. R. D. (2020). Ambidexterity and competitiveness in brazilian higher education institutions. International Journal of Management in Education, 14(4), 401. https://doi.org/10.1504/IJMIE.2020.108005 https://doi.org/10.1504/IJMIE.2020.10800...
	ETO2 – Improved the flexibility of what is offered.
	ETO3 – Reduced its operating costs.
	ETO4 – Improved its income (i.e., improved financially).
	EXO1 – Created and introduced a new generation of services.
	EXO2 – Expanded its range of services offered.
	EXO3 – Explored and conquered new markets.
	EXO4 – Technologically evolved.
Market turbulence	MTO1 – Student preferences are constantly changing.	Jaworski and Kohli (1993)Jaworski, B. J., & Kohli, A. K. (1993). Market orientation: Antecedents and consequences. Journal of Marketing, 57(3), 53–70. https://doi.org/10.1177/002224299305700304 https://doi.org/10.1177/0022242993057003...
	MTO2 – The institution’s set of students changes more easily.
	MTO3 – HEI experiences high variation compared to its competitors.
	MTO4 – New Educational Institutions entered the market.
Academic performance	APO1 – Significantly decreased the university dropout rate.	Sciarelli et al. (2020)Sciarelli, M., Gheith, M. H., & Tani, M. (2020). The relationship between soft and hard quality management practices, innovation and organizational performance in higher education. The TQM Journal, 32(6), 1349–1372. https://doi.org/10.1108/TQM-01-2020-0014 https://doi.org/10.1108/TQM-01-2020-0014...
	APO2 – Increased the enrollment rate.
	APO3 – An improvement in the number of high-merit students opting for HEI was observed.
	APO4 – A significant increase in the satisfaction of professors and employees of the HEI was observed.
	APO5 – An improvement in the scientific performance of the faculty was observed.

Construct	Cronbach’s alpha (N = 40)
Entrepreneurial orientation (EO)	0.874
Learning orientation (LO)	0.859
Organizational ambidexterity (OA)	0.722
Market turbulence (MT)	0.702
Academic performance (AP)	0.825

Variable	Item	N	N (%)
Type	Faculty	98	57.0
	University center	44	25.6
	University	30	17.4
Regior	North	17	9.9
	North-east	72	41.9
	Center-west	14	8.1
	South-east	40	23.3
	South	29	16.9
Number of undergraduate courses	Up to 20 courses	108	62.8
Number of undergraduate courses	More than 20 courses	64	37.2
Time of operation	Up to 10 years	25	14.5
	From 11 to 20 years	68	39.5
	From 21 to 30 years	21	12.2
	From 31 to 40 years	7	4.1
	More than 40 years	51	29.7

Constructs	Item	Outer loading	CA	CR	AVE	VIF
Entrepreneurial orientation			0.877	0.909	0.627
	EOO1	0.675				1.51
	EOO2	0.657				1.52
	EOO3	0.865				3.23
	EOO4	0.889				3.76
	EOO5	0.741				2.18
	EOO6	0.887				3.66
Learning orientation			0.884	0.909	0.588
	LOO1	0.739				1.85
	LOO2	0.761				1.98
	LOO3	0.787				2.43
	LOO4	0.784				2.73
	LOO5	0.821				2.39
	LOO6	0.651				1.62
	LOO7	0.812				1.94
Organizational ambidexterity			0.851	0.881	0.500
	ETO1	0.712				1.83
	ETO2	0.742				2.07
	ETO4	0.719				2.03
	EXO1	0.821				2.72
	EXO2	0.809				2.63
	EXO3	0.681				1.96
	EXO4	0.720				1.86
Market turbulence			0.701	0 752	0 531
	MTO1	0.711				1.45
	MTO2	0.968				1.48
	MTO3	0.704				1.21
Academic performance			0.872	0.907	0.665
	DAO1	0.652				1.44
	DAO2	0.852				2.66
	DAO3	0.891				3.15
	DAO4	0.862				2.52
	DAO5	0.796				1.87

Construct	OA	AP	EO	LO
Organizational ambidexterity	1.000
Academic performance	0.709	0.815
Entrepreneurial orientation	0.740	0.649	0.792
Learning orientation	0.564	0.437	0.541	0.766

Construct	R2	Adjusted R²	Q²
Organizational ambidexterity	0.582	0.577	0.567
Academic performance	0.536	0.527	0.344

Correlation	Hypothesis	Coefficient	f²	P value	Supported
EO → OA	H1	0.615	0.644	0.000	YES
LO → OA	H2	0.231	0.091	0.000	YES
EO → AP	H3	0.263	0.069	0.001	YES
LO → AP	H4	0.006	0.001	0.931	NO
OA → AP	H5	0.497	0.228	0.000	YES
EO → OA → AP	H6	0.310		0.000	YES
LO → OA → AP	H7	0.116		0.000	YES
Moderation MT → OA and AP	H8	0.080	0.013	0.571	NO

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[1] Correspondence concerning this article should be addressed to Sérgio Henrique Arruda Cavalcante Forte, Avenida Washington Soares, 1321, Prédio E, Edson Queiroz, Fortaleza, Ceará, Brazil, ZIP code 60811-905. Email: sergioforte@unifor.br