The Impact of Dynamic Capabilities in Achieving Organizational Ambidexterity: A Field Study at Hayel Saeed Anam Industrial Group in Taiz Governorate, Yemen

<title>Abstract</title> <p>Dynamic capabilities have gained an increasing attention in management literature due to their role in enabling organizations to respond to environmental changes and enhance organizational ambidexterity. This study aimed to examine the impact of dynamic capabilities on organizational ambidexterity within the Hayel Saeed Anam Group of Companies in the Republic of Yemen. The study employed the descriptive-analytical approach, utilizing the questionnaire as the primary data collection tool. The data were collected from a sample of 254 administrative and technical employees across the companies under study. The data analysis was conducted by SPSS, V. 28, using the descriptive statistics, Cronbach's alpha coefficient, correlation analysis, simple linear regression, and multiple regression. The results demonstrated that the group possessed a high level of dynamic capabilities, with a mean score of 5.98 and a relative importance of 85.47%. Similarly, the group showed a high level of organizational ambidexterity, with a mean score of 5.97 and a relative importance of 85.35%. The findings also revealed positive correlations between the dimensions of dynamic capabilities and the dimensions of organizational ambidexterity. Furthermore, the results of the main hypothesis test revealed a statistically significant positive impact of dynamic abilities on organizational ambidexterity, with a correlation coefficient of (R = 0.69). Dynamic abilities also showed 47% of the variance in organizational ambidexterity. The multiple regression analysis showed a significant positive impact of learning (β = 0.157; p = 0.017), integration (β = 0.133; p = 0.022), and resource reconfiguration (β = 0.363; p &lt; 0.001) on organizational ambidexterity. However, no significant impact was found for opportunity sensing (β = 0.112; p = 0.053) or coordination (β = 0.086; p = 0.171). Resource reconfiguration was found to be the most influential dimension of organizational ambidexterity compared to the other dimensions of dynamic abilities. The study concluded that enhancing the dynamic capabilities, particularly learning, integration, and resource reconfiguration effectively contributes to strengthening the organizational ambidexterity and achieving a balance between exploration and exploitation activities.</p>