Organizational Ambidexterity and
Performance Improvement in a Public Higher Education Institution.
Name: SABRINA FIOROTTI CAROLINO
Publication date: 19/08/2025
Examining board:
Name |
Role |
|---|---|
| ALEXANDRE FORMIGONI | Examinador Externo |
| RODRIGO RANDOW DE FREITAS | Examinador Interno |
| WELLINGTON GONCALVES | Presidente |
Summary: Public institutions face significant challenges due to technological advances,
reduced government resources, and the complexity of social demands. In the
context of Public Higher Education Institutions (PHEIs), these pressures are
even more evident, considering their core missions of promoting research and
offering high-quality education. Organizational ambidexterity, the ability to
reconcile innovation (exploration) and efficiency (exploitation), becomes
essential to overcome these challenges and improve institutional performance.
This research aimed to identify the determining factors of organizational
ambidexterity that impact performance in a PHEI. To this end, a literature review
was conducted, which allowed us to identify dimensions and variables relevant
to organizational ambidexterity related to organizational culture, strategic
leadership, effective use of technology, and effective relationships. The methods
and procedures adopted involved a quantitative approach, with a descriptive
and cross-sectional character, using a survey applied to teaching and
administrative staff in education (TAEs) who worked at the Instituto de
Odontologia da UFES (IOUFES). Descriptive analyses were performed using
SPSS software, and the Partial Least Squares Structural Equation Modeling
(PLS-SEM) technique was performed using SmartPLS software. The findings
showed that decision-making autonomy positively influences strategic
leadership, and knowledge sharing fosters the effective use of technology, both
of which have a positive effect on organizational ambidexterity. On the other
hand, effective relationships were not found to be relevant in the context
analyzed. In addition, it was identified that organizational ambidexterity has a
positive effect on the unit's performance. These findings resulted in the
technical-technological product entitled “Organizational Ambidexterity and
Performance Improvement in a Public Higher Education Institution,” with a
detailed diagnosis of the perceptions of civil servants and practical
recommendations to boost organizational ambidexterity and strengthen the
management of teaching, research, and extension activities.
