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Charitable organisations and ambidexterity: implications for charity sector leaders
Shaw, Nicky Marmion, Maeve Brown, Tim
Shaw, Nicky
Marmion, Maeve
Brown, Tim
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2025-04-24
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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.
Citation
Shaw, N., Marmion, M., & Brown, T. (2026). Charitable organisations and ambidexterity: implications for charity sector leaders. International Journal of Organizational Analysis, 34(2), 559–585. https://doi.org/10.1108/IJOA-08-2024-4767
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Emerald
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International Journal of Organizational Analysis
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Article
Language
en
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This author accepted manuscript is deposited under a Creative Commons Attribution Non-commercial 4.0 International (CC BY-NC) licence. This means that anyone may distribute, adapt, and build upon the work for non-commercial purposes, subject to full attribution. If you wish to use this manuscript for commercial purposes, please contact permissions@emerald.com
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1934-8835
EISSN
1758-8561
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Unfunded