Psychological Drivers of Organizational Ambidexterity: Evidence from Agentic Artificial Intelligence Supported Fuzzy Decision Modeling

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Abstract Organizational ambidexterity constitutes a significant psychological and behavioral challenge, as individuals and groups within organizations are often required to simultaneously engage in exploratory and exploitative activities that involve conflicting goals, cognitive demands, and motivational states. The core problem lies in understanding how organizations can prioritize managerial strategies that support employees’ adaptive behaviors, learning processes, and role integration under conditions of uncertainty. Accordingly, psychological and organizational capabilities related to cognition, flexibility, and coordination need to be systematically examined. However, the existing literature reveals an important gap, as prior studies in organizational psychology largely focus on individual or team level antecedents of ambidexterity, while offering limited guidance on how strategy level priorities can be determined through integrated and evidence-based decision frameworks. The aim of this study is to address this gap by proposing a novel decision-making model that links psychological mechanisms with strategic prioritization in the context of organizational ambidexterity. The proposed framework combines expert judgments, a newly developed Fermatean fuzzy COWEB technique for criteria weighting, and an agentic AI based analysis of 593 academic articles indexed in the Web of Science database to identify psychologically grounded managerial strategies. The model then applies the EDAS approach to rank strategic alternatives based on their relative effectiveness. The findings indicate that sensing, seizing, and reconfiguring and organizational and strategic agility are the most influential criteria, reflecting the importance of cognitive adaptability and behavioral flexibility. Enhancing collaboration and knowledge sharing across organizational units emerges as the most effective strategy, emphasizing the role of social interaction and shared meaning in ambidextrous behavior. This study contributes to the psychology literature by offering a robust and replicable framework that integrates cognitive, behavioral, and decision-oriented perspectives, while providing actionable insights for designing psychologically informed organizational interventions.
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Psychological Drivers of Organizational Ambidexterity: Evidence from Agentic Artificial Intelligence Supported Fuzzy Decision Modeling | Research Square window.SnipcartSettings = { analytics: { enabled: false } }; (function() { var accessVector = localStorage.getItem('access_vector') || ''; window.dataLayer = window.dataLayer || []; if (accessVector) { window.dataLayer.push({ user: { profile: { profileInfo: { snid: accessVector } } } }); } })(); (function(w,d,s,l,i){w[l]=w[l]||[];w[l].push({'gtm.start':new Date().getTime(),event:'gtm.js'});var f=d.getElementsByTagName(s)[0],j=d.createElement(s),dl=l!='dataLayer'?'&l='+l:'';j.async=true;j.src='https://www.googletagmanager.com/gtm.js?id='+i+dl;f.parentNode.insertBefore(j,f);})(window,document,'script','dataLayer','GTM-K279D39R'); Browse Preprints In Review Journals COVID-19 Preprints AJE Video Bytes Research Tools Research Promotion AJE Professional Editing AJE Rubriq About Preprint Platform In Review Editorial Policies Our Team Advisory Board Help Center Sign In Submit a Preprint Cite Share Download PDF Article Psychological Drivers of Organizational Ambidexterity: Evidence from Agentic Artificial Intelligence Supported Fuzzy Decision Modeling Onur Kardeş, Serkan Eti, Özge Doğuç, Öznur Gülen Ertosun, Hasan Dinçer, and 1 more This is a preprint; it has not been peer reviewed by a journal. https://doi.org/ 10.21203/rs.3.rs-8653058/v1 This work is licensed under a CC BY 4.0 License Status: Under Review Version 1 posted 10 You are reading this latest preprint version Abstract Organizational ambidexterity constitutes a significant psychological and behavioral challenge, as individuals and groups within organizations are often required to simultaneously engage in exploratory and exploitative activities that involve conflicting goals, cognitive demands, and motivational states. The core problem lies in understanding how organizations can prioritize managerial strategies that support employees’ adaptive behaviors, learning processes, and role integration under conditions of uncertainty. Accordingly, psychological and organizational capabilities related to cognition, flexibility, and coordination need to be systematically examined. However, the existing literature reveals an important gap, as prior studies in organizational psychology largely focus on individual or team level antecedents of ambidexterity, while offering limited guidance on how strategy level priorities can be determined through integrated and evidence-based decision frameworks. The aim of this study is to address this gap by proposing a novel decision-making model that links psychological mechanisms with strategic prioritization in the context of organizational ambidexterity. The proposed framework combines expert judgments, a newly developed Fermatean fuzzy COWEB technique for criteria weighting, and an agentic AI based analysis of 593 academic articles indexed in the Web of Science database to identify psychologically grounded managerial strategies. The model then applies the EDAS approach to rank strategic alternatives based on their relative effectiveness. The findings indicate that sensing, seizing, and reconfiguring and organizational and strategic agility are the most influential criteria, reflecting the importance of cognitive adaptability and behavioral flexibility. Enhancing collaboration and knowledge sharing across organizational units emerges as the most effective strategy, emphasizing the role of social interaction and shared meaning in ambidextrous behavior. This study contributes to the psychology literature by offering a robust and replicable framework that integrates cognitive, behavioral, and decision-oriented perspectives, while providing actionable insights for designing psychologically informed organizational interventions. Physical sciences/Mathematics and computing Biological sciences/Psychology Social science/Psychology Organizational ambidexterity Organizational psychology Cognitive and behavioral adaptability Decision making under uncertainty Managerial strategy prioritization Full Text Additional Declarations No competing interests reported. Cite Share Download PDF Status: Under Review Version 1 posted Editorial decision: Revision requested 21 Apr, 2026 Reviews received at journal 09 Apr, 2026 Reviews received at journal 05 Apr, 2026 Reviewers agreed at journal 01 Apr, 2026 Reviewers agreed at journal 30 Mar, 2026 Reviewers invited by journal 29 Mar, 2026 Editor assigned by journal 29 Mar, 2026 Editor invited by journal 10 Feb, 2026 Submission checks completed at journal 23 Jan, 2026 First submitted to journal 23 Jan, 2026 You are reading this latest preprint version Research Square lets you share your work early, gain feedback from the community, and start making changes to your manuscript prior to peer review in a journal. As a division of Research Square Company, we’re committed to making research communication faster, fairer, and more useful. We do this by developing innovative software and high quality services for the global research community. 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