Commitment-based HRM practices & their impact on Strategic Ambidexterity
(A descriptive & analytical study of the opinions of a sample of managers in some food industry companies operating in the holy Karbala Governorate)
A thesis submitted
To the Council of the College of Administration and Economics – University of Karbala
As part of the requirements for obtaining a master’s degree in
Business Administration Sciences
Submitted by the student
Basma Muhammad Shanoon Al-Hasnawi
Under the supervision of Professor Dr.
Sahar Abbas Hussein Al-Ziyadi
Abstract
The study aimed to demonstrate the impact of commitment-based human resource management practices on enhancing strategic ambidexterity, at the level of a sample of managers at the three organizational levels: senior management, middle management, and operational management. These practices play a vital role in achieving strategic ambidexterity by improving employee commitment, which enhances their ability to innovate, adapt to changes, and achieve the company’s goals effectively. In order to achieve this, the variable of commitment-based human resource management practices was measured in three sub-dimensions: (selection, compensation, and training and development), and strategic ambidexterity was measured in three sub-dimensions: (exploratory strategy, exploitation strategy, and flexible organizational structure). The main problem of the study was represented by a set of questions revolving around the nature of the relationship between its variables in the field, the most important of which was whether commitment-based human resource management practices affect strategic ambidexterity. The study community included three food industry companies operating in the holy Karbala Governorate, and the study sample included a deliberate sample of (151) person. The questionnaire was used as the main tool in collecting the data necessary for the study. For the purpose of analyzing and processing the data, the study relied on statistical methods using the package Statistics for Social Sciences (SPSS, V25) and (Amos, V25), and the study reached a set of conclusions, the most important of which is that commitment-based human resource management practices affect strategic ambidexterity, while the most important recommendations included calling on the managements of the sample companies to invest in the relationship between commitment-based human resource management practices and strategic ambidexterity, and the importance of employing these practices in spreading the spirit of interaction and teamwork and enhancing the spirit of group work among employees and participating in performing job tasks that contribute to improving and raising the level of strategic ambidexterity.
Keywords: Commitment-based human resource management practices – Strategic Ambidexterity
