Charitable organisations and ambidexterity: Implications for charity sector leaders

Abstract

The survival and sustainability of charities, also sometimes referred to as not-for-profit organisations (NPOs) has been a long-term challenge for the sector because of changeable socio-economic events, which have taken place throughout the last century and beyond. Charities and charity leaders demonstrate significant capability in managing the competing demands of short-term and long-term survival in accordance with their social mission. Despite this, there is limited scholarly literature, which considers how this is achieved. This research seeks to address this by examining the organisational concept ‘organisational ambidexterity’ in the context of private charitable organisations. In doing so it offers new contribution to the organisational literature on charity and organisational ambidexterity, as well as new knowledge to charity sector leaders through determining key components of organisational ambidextrous design in the delivery of social mission. The research was conducted between 2021 and 2022 using mono method research in the form of 14 semi-structured interviews with executive members (Chief Executives and Directors) of UK based charities in the disability, health, or social care arena. Analysis took place through a reflexive thematic analysis process, with findings culminating in eight key components for the application of organisational ambidexterity in charity. It is believed that this research represents the first scholarly research conducted into organisational ambidexterity applied to private charities in the UK. Building on previous knowledge, it finds clear evidence of organisational ambidexterity represented in multi-dimensional structural models, culture, systems, and strategy. It is limited by its size and unique context and therefore establishes a basis for further studies in this field to evolve.