Charitable organisations and ambidexterity: implications for charity sector leaders

Abstract

Purpose: This paper is an outcome of professional doctoral research into charitable organisations and ambidexterity. The study aims to offer a new contribution to the organisational literature on charity and organisational ambidexterity through determining key components of organisational ambidextrous design in the delivery of social mission. Design/methodology/approach: The research was conducted using a mono method, in the form of 14 semi-structured interviews with executive members of UK-based charities in the disability, health or social care arena. Analysis took place through a reflexive thematic analysis process. Findings: Findings culminated in eight key components for the application of organisational ambidexterity in charity. Research limitations/implications: The research advances prior debates, relating to charities and organisational ambidexterity respectively, and develops previous associated research on organisational ambidexterity and public enterprise. In doing so, it proposes a new framework model of eight components for ambidextrous working in charity. Findings are based on a small purposive research sample and are embryonic, meaning that there is opportunity for this field of study to evolve and mature over time. Practical implications: The paper points to clear evidence of organisational ambidexterity represented in multi-dimensional structural models, culture, systems and strategy, which has resulted in a model of components for ambidextrous working relevant to the charity sector. Social implications: Research within this paper provides awareness and new knowledge for charity sector leaders and managers in the achievement of social mission. Originality/value: To the best of the authors’ knowledge, this paper represents the first scholarly research conducted into organisational ambidexterity applied to private charities in the UK.