Enhancing Sustainability Business Performance in Shopping-Mall through Ambidexterity Orientation: The Mediating Role of Strategic Flexibility
DOI:
https://doi.org/10.37385/ijedr.v6i6.8311Keywords:
Ambidexterity Orientation, Strategic Flexibility, Sustainability Business Performance, Shopping-mall, Dynamic CapabilityAbstract
This study aims to investigate the mediating role of strategic flexibility in the relationship between ambidexterity orientation and sustainability business performance within the context of shopping malls in Indonesia. As the retail landscape faces increasing uncertainty and complexity, shopping malls are required to adopt dual capabilities of exploration and exploitation (ambidexterity) while maintaining the flexibility to adapt their strategies to sustain performance. Using a quantitative approach with data collected from 235 top managers of shopping malls across Jakarta, West Java, and Banten, structural equation modeling (SEM) with AMOS 24 was employed to test the proposed model. The results reveal that ambidexterity orientation does not have a significant direct effect on sustainability business performance. However, strategic flexibility significantly mediates this relationship, indicating that the ability to reconfigure and adjust strategies is essential in leveraging ambidextrous capabilities toward sustainable outcomes. These findings contribute to the strategic management literature by emphasizing the dynamic interaction between internal capabilities and adaptive mechanisms. Practical implications suggest that mall managers should invest in developing strategic flexibility to translate their ambidextrous orientation into long-term sustainable performance. Future research is encouraged to explore other mediating variables and extend the analysis to different industries or cultural contexts.
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