{"id":22641,"date":"2026-10-21T22:55:15","date_gmt":"2026-10-21T22:55:15","guid":{"rendered":"https:\/\/journals.amssr.org\/grjbm\/?p=22641"},"modified":"2026-10-21T22:55:22","modified_gmt":"2026-10-21T22:55:22","slug":"organisational-ambidexterity-and-sustainable-performance-the-mediating-role-of-strategic-agility-in-deposit-money-banks-in-nigeria","status":"publish","type":"post","link":"https:\/\/journals.amssr.org\/grjbm\/2026\/10\/21\/organisational-ambidexterity-and-sustainable-performance-the-mediating-role-of-strategic-agility-in-deposit-money-banks-in-nigeria\/","title":{"rendered":"Organisational Ambidexterity and Sustainable Performance: The Mediating Role of Strategic Agility in Deposit Money Banks in Nigeria"},"content":{"rendered":"\n<div data-wp-interactive=\"core\/file\" class=\"wp-block-file\"><object data-wp-bind--hidden=\"!state.hasPdfPreview\" hidden class=\"wp-block-file__embed\" data=\"https:\/\/journals.amssr.org\/grjbm\/wp-content\/uploads\/sites\/3\/2026\/10\/Organisational-Ambidexterity-and-Sustainable-Performance_-The-Mediating-Role-of-Strategic-Agility-in-Deposit-Money-Banks-in-Nigeria.docx.pdf\" type=\"application\/pdf\" style=\"width:100%;height:600px\" aria-label=\"Embed of Organisational Ambidexterity and Sustainable Performance_ The Mediating Role of Strategic Agility in Deposit Money Banks in Nigeria.docx.\"><\/object><a id=\"wp-block-file--media-96d1121a-7b41-4657-909a-d5e2d71899b1\" href=\"https:\/\/journals.amssr.org\/grjbm\/wp-content\/uploads\/sites\/3\/2026\/10\/Organisational-Ambidexterity-and-Sustainable-Performance_-The-Mediating-Role-of-Strategic-Agility-in-Deposit-Money-Banks-in-Nigeria.docx.pdf\">Organisational Ambidexterity and Sustainable Performance_ The Mediating Role of Strategic Agility in Deposit Money Banks in Nigeria.docx<\/a><a href=\"https:\/\/journals.amssr.org\/grjbm\/wp-content\/uploads\/sites\/3\/2026\/10\/Organisational-Ambidexterity-and-Sustainable-Performance_-The-Mediating-Role-of-Strategic-Agility-in-Deposit-Money-Banks-in-Nigeria.docx.pdf\" class=\"wp-block-file__button wp-element-button\" download aria-describedby=\"wp-block-file--media-96d1121a-7b41-4657-909a-d5e2d71899b1\">Download<\/a><\/div>\n\n\n\n<h2 class=\"wp-block-heading\">Download PDF<\/h2>\n\n\n\n<h2 class=\"wp-block-heading\">Authors<\/h2>\n\n\n\n<p><strong><sup>1 <\/sup><\/strong><strong>Ikongha Isong Owor; <\/strong><strong><sup>2 <\/sup><\/strong><strong>Abraham Olatubosun; <\/strong><strong><sup>3 <\/sup><\/strong><strong>Nkem Jennifer Majeed-Raji; <\/strong><strong><sup>4 <\/sup><\/strong><strong>Omagbedhe Goddy Aworawo; <\/strong><strong><sup>5 <\/sup><\/strong><strong>Oseni Salami<\/strong><strong><br><\/strong><\/p>\n\n\n\n<p><sup>1, 4 &amp; 5<\/sup>Department of Business Administration, Faculty of Management Sciences, National Open University of Nigeria, Abuja, Nigeria<\/p>\n\n\n\n<p><sup>2<\/sup>Department of Business Administration, Faculty of Management Sciences, Nasarawa State University Keffi, Nigeria.<\/p>\n\n\n\n<p><sup>3<\/sup>Dept of Public Administration, Faculty of Management Sciences, National open University of Nigeria, Abuja, Nigeria.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>Abstract<\/strong><\/h2>\n\n\n\n<p>This study investigated the relationship between organisational ambidexterity and sustainable performance, specifically evaluating the mediating mechanism of strategic agility. Anchored in dynamic capabilities theory and the resource-based view, the inquiry addressed ongoing questions about why structural investments in dual operational strategies do not uniformly enhance triple-bottom-line outcomes in volatile financial markets. The study used a quantitative survey methodology and collected empirical data from 202 managerial and professional staff at Access Bank in Nigeria. Hypothesized paths and structural relationships were evaluated through partial least squares structural equation modeling. The empirical assessment revealed that organisational ambidexterity exerted a meaningful, positive direct influence on both sustainable performance and strategic agility. Strategic agility similarly exercised a robust, positive direct effect on sustainable performance metrics. Beyond these direct linkages, the mediation analysis showed that strategic agility served as a complementary partial mediator, linking ambidextrous operational structures to firm-level economic, social, and environmental outcomes. Overall, the findings confirmed that balanced structural frameworks alone remained insufficient to drive corporate sustainability without environmental sensitivity, unified leadership, and rapid resource reallocation. The study therefore underscored that banking executives seeking sustained competitive advantage must synchronize dual-operational designs with agile management practices that systematically cultivate structural flexibility.<\/p>\n\n\n\n<p><strong>Keywords:<\/strong> Dynamic Capabilities Theory, Strategic Agility, Sustainable Performance, Organisational Ambidexterity, Partial Least Squares Structural Equation Modeling.<\/p>\n\n\n\n<h2 class=\"wp-block-heading\"><strong>References<\/strong><\/h2>\n\n\n\n<p>Access Bank. (2026). <em>Sustainable banking: Our approach and policies<\/em>. <a href=\"https:\/\/www.accessbankplc.com\/sustainable-banking\/our-approach\" target=\"_blank\" rel=\"noopener\">https:\/\/www.accessbankplc.com\/sustainable-banking\/our-approach<\/a><\/p>\n\n\n\n<p>Ayoub, H. S., &amp; Salloum, J. C. (2026). Reconfiguring strategic capabilities in the digital era: The roles of AI-enabled dynamic capability, data-driven culture, and organizational learning. <em>Sustainability, 18<\/em>(3), 1157. <a href=\"https:\/\/doi.org\/10.3390\/su18031157\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.3390\/su18031157<\/a><\/p>\n\n\n\n<p>Barney, J. (1991). Firm resources and sustained competitive advantage. <em>Journal of Management, 17<\/em>(1), 99\u2013120. <a href=\"https:\/\/doi.org\/10.1177\/014920639101700108\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1177\/014920639101700108<\/a><\/p>\n\n\n\n<p>Bui, T.-D., Tsai, F. M., Tseng, M.-L., Tan, R. R., Yu, K. D. 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Exploration and exploitation in organizational learning. <em>Organization Science, 2<\/em>(1), 71\u201387. <a href=\"https:\/\/doi.org\/10.1287\/orsc.2.1.71\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1287\/orsc.2.1.71<\/a><\/p>\n\n\n\n<p>Mikalef, P., Pateli, A., Batenburg, R., &amp; van de Wetering, R. (2023). Purchasing data analytics capability: Implications from the resource-based view and absorptive capacity theory. <em>Information &amp; Management, 60<\/em>(2), 103742. <a href=\"https:\/\/doi.org\/10.1016\/j.im.2022.103742\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1016\/j.im.2022.103742<\/a><\/p>\n\n\n\n<p>Nugroho, W. (2026). Strategic agility as a dynamic capability for corporate sustainability. <em>Proceedings of the International Conference on Management and Information Technology<\/em>, 126022014.<\/p>\n\n\n\n<p>O&#8217;Reilly, C. A., &amp; Tushman, M. L. (2013). Organizational ambidexterity in action: How managers explore and exploit. <em>California Management Review, 55<\/em>(4), 5\u201325. <a href=\"https:\/\/doi.org\/10.1525\/cmr.2013.55.4.5\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1525\/cmr.2013.55.4.5<\/a><\/p>\n\n\n\n<p>Rammer, C., Fern\u00e1ndez, G. P., Czarnitzki, D., Doherr, T., Hud, M., K\u00f6hler, C., &amp; Schwiebacher, F. (2022). <em>Artificial intelligence and industrial innovation: Evidence from German firm-level data<\/em> (ZEW Discussion Paper No. 22-028). ZEW \u2013 Leibniz Centre for European Economic Research. <a href=\"https:\/\/doi.org\/10.2139\/ssrn.4174312\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.2139\/ssrn.4174312<\/a><\/p>\n\n\n\n<p>Samimi Dehkordi, S., Pourkiani, M., &amp; Fathi, A. (2025). The impact of AI usage on innovation behavior at work: The moderated mediating effects of openness and job complexity. <em>Frontiers in Psychology, 15<\/em>, 1544103. <a href=\"https:\/\/doi.org\/10.3389\/fpsyg.2025.1544103\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.3389\/fpsyg.2025.1544103<\/a><\/p>\n\n\n\n<p>Sarstedt, M., Ringle, C. M., &amp; Hair, J. F. (2022). Partial least squares structural equation modeling. In C. Homburg, M. Klarmann, &amp; A. Vomberg (Eds.), <em>Handbook of market research<\/em> (pp. 587\u2013632). Springer. <a href=\"https:\/\/doi.org\/10.1007\/978-3-319-05542-8_15-2\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1007\/978-3-319-05542-8_15-2<\/a><\/p>\n\n\n\n<p>Sekaran, U., &amp; Bougie, R. (2016). <em>Research methods for business: A skill-building approach<\/em> (7th ed.). Wiley.<\/p>\n\n\n\n<p>Sowa, K., Przegalinska, A., &amp; Ciechanowski, L. (2021). Cobots in knowledge work: Human-AI collaboration in managerial professions. <em>Journal of Business Research, 131<\/em>, 587\u2013597. <a href=\"https:\/\/doi.org\/10.1016\/j.jbusres.2020.10.035\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1016\/j.jbusres.2020.10.035<\/a><\/p>\n\n\n\n<p>Tallon, P. P., &amp; Pinsonneault, A. (2023). Competing on agility: Information technology and the dynamics of strategic responsiveness. <em>Journal of Management Information Systems, 40<\/em>(2), 412\u2013439. <a href=\"https:\/\/doi.org\/10.1080\/07421222.2023.2196884\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1080\/07421222.2023.2196884<\/a><\/p>\n\n\n\n<p>Teece, D. J. (2018). Dynamic capabilities as (workable) management systems theory. <em>Journal of Management &amp; Organization, 24<\/em>(3), 359\u2013368. <a href=\"https:\/\/doi.org\/10.1017\/jmo.2017.159\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1017\/jmo.2017.159<\/a><\/p>\n\n\n\n<p>Xu, X., Liu, W., &amp; Gursoy, D. (2025). Human-AI collaboration in service delivery: A systematic review and research agenda. <em>International Journal of Contemporary Hospitality Management, 37<\/em>(2), 512\u2013534. <a href=\"https:\/\/doi.org\/10.1108\/IJCHM-2025.xu\" target=\"_blank\" rel=\"noopener\">https:\/\/doi.org\/10.1108\/IJCHM-2025.xu<\/a><\/p>\n\n\n\n<p><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Download PDF Authors 1 Ikongha Isong Owor; 2 Abraham Olatubosun; 3 Nkem Jennifer Majeed-Raji; 4 Omagbedhe Goddy Aworawo; 5 Oseni Salami 1, 4 &amp; 5Department of Business Administration, Faculty of Management Sciences, National Open University of Nigeria, Abuja, Nigeria 2Department of Business Administration, Faculty of Management Sciences, Nasarawa State University Keffi, Nigeria. 3Dept of Public Administration, Faculty of Management Sciences, National open University of Nigeria, Abuja, Nigeria. Abstract This study investigated the relationship between organisational ambidexterity and sustainable performance, specifically [&hellip;]<\/p>\n","protected":false},"author":1,"featured_media":21662,"comment_status":"open","ping_status":"0","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19,224,222],"tags":[],"class_list":["post-22641","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-grjbm","category-vol-6-issue-2","category-volume-6"],"_links":{"self":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts\/22641","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/comments?post=22641"}],"version-history":[{"count":1,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts\/22641\/revisions"}],"predecessor-version":[{"id":22643,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/posts\/22641\/revisions\/22643"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/media\/21662"}],"wp:attachment":[{"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/media?parent=22641"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/categories?post=22641"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/journals.amssr.org\/grjbm\/wp-json\/wp\/v2\/tags?post=22641"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}