The impact of training and incentives on the dimensions of organisational ambidexterity: Field study at the Zliten cement factory of the Al-Ahlia Cement Joint Stock Company

Abstract

This study aimed to assess the impact of training and incentives on the dimensions of organisational ambidexterity at the Zliten Cement factory of Al-Ahlia Cement Joint Stock Company; it relied on the descriptive analytical approach, used the questionnaire form as the main tool for data collection, and selected a random sample of 261 individuals. And the loser was 09. In contrast, this study employed structural equation modelling to test hypotheses using AMOS technology. This study also presented a set of results, the most important of which is that training and incentives together explain 38% of the change in investment ambidexterity, and 62% are explained by other factors that were not tested in the current study. Similarly, training and incentives together explain 42% of the change in exploration ambidexterity, and 58% are explained by other factors that were not tested in the current study. Therefore, this study recommends allocating special incentives to put forward new ideas, encouraging employees to develop their skills. This study also includes the intromission of new variants of the current conceptual framework for future research.