The influence of organisational ambidexterity on digital efficacy: The moderating role of digital skills

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dc.contributor.authorMpofu, Siphephelo
dc.contributor.authorNdlovu, Njabulo
dc.contributor.authorNdofirepi, Takawira
dc.contributor.authorNemashakwe, Paul
dc.date.accessioned2025-12-11T14:06:15Z
dc.date.available2025-12-11T14:06:15Z
dc.date.issued2025-11-16
dc.description.abstractIn the face of fast technological improvements, higher education institutions must strike a balance between leveraging existing strengths and pursuing new opportunities to succeed. This study examines how organisational ambidexterity affects digital efficacy in Zimbabwean state universities, with a focus on the moderating influence that digital skills play. A cross-sectional research design was employed to collect data from 110 academic and administrative staff at three Zimbabwean state universities through digital platforms. The findings show a positive relationship between organisational ambidexterity and digital efficacy, with digital skills significantly moderating the relationship. Universities with ambidextrous staff have higher levels of academic excellence, research productivity, and stakeholder satisfaction. Due to limited time and funds, the study only focused on three state universities, but it would be interesting to explore private universities in the future. This research provides valuable insights for Zimbabwean state universities to enhance their digital capabilities. By fostering a balance between exploitation and exploration of digital innovations and investing in digital skills development, universities can improve their digital competence and competitiveness. The study contributes to enhancing digital efficacy within the higher education sector, informing strategic decisions, and providing valuable insights for university leaders, policymakers, and scholars grappling with the challenges of digital transformation. This research contributes to the existing literature on digital transformation in higher education, particularly within resource-constrained environments. The study provides novel empirical evidence based on data collected from university staff interacting through digital platforms.
dc.identifier.citationMpofu, S., Ndlovu, N., Ndofirepi, T., Nemashakwe, P., 2025. The influence of organisational ambidexterity on digital efficacy: The moderating role of digital skills. IJRBS 14, 147–163. https://doi.org/10.20525/ijrbs.v14i7.4545
dc.identifier.issn2147-4478
dc.identifier.urihttps://doi.org/10.20525/ijrbs.v14i7.4545
dc.identifier.urihttp://ir.gsu.ac.zw:4000/handle/123456789/920
dc.language.isoen
dc.publisherSSBFNET- Strategic Studies in Business & Finance
dc.relation.ispartofseriesInternational Journal of Research in Business and Social Science; Vol. 14 No. 7 (2025): October
dc.subjectOrganisational Ambidexterity
dc.subjectDigital Efficacy
dc.subjectDigital Skills
dc.subjectHigher Education
dc.subjectZimbabwean State Universities
dc.titleThe influence of organisational ambidexterity on digital efficacy: The moderating role of digital skills
dc.typeArticle

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