Browsing by Author "AlSaied, Mohammad Khalid"

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    Cultural dynamics and ambidextrous innovation: insights from Saudi Arabia’s project-based organizations—a thematic–explorative study
    (MDPI, 2025-03-21) AlSaied, Mohammad Khalid; McLaughlin, Patrick; Afy-Shararah, Mohamed; Patsavellas, John; Alkhoraif, Abdullah
    The implementation of ambidextrous innovation in project organizations within the cultures of the Global South, such as Saudi Arabia, is a significant problem. Organizational culture is positioned as a key factor that can help project organizations in cultures such as Saudi Arabia to implement ambidexterity as a key innovation framework. However, knowledge of ambidextrous innovations in such an important cultural and organizational context is highly limited. Thus, the aim of the present research is to explore key cultural aspects and themes based on action and a grounded theory research approach that can help organizations employ projects as a key work structure to implement ambidextrous innovations in project management offices (PMOs) in Saudi Arabia. To achieve this aim, the current study employed in-depth semi-structured interviews with 36 participants. The results, employing open coding procedures as a tool of data analysis using the NVivo 14.0 software package, revealed 62 key cultural aspects that can be critical in implementing the innovation of ambidexterity. To further validate and triangulate the findings, inter-rater reliability was undertaken with the help of two experts, and two sessions of focus group discussions were also conducted. The first session of the focus group helped us critically evaluate and filter the cultural aspects, resulting in the final 56 key cultural aspects. The second focus group session was undertaken with participants with the aim of grouping aspects into theoretical themes, which resulted in 10 themes. The research is novel in that it addresses both project organizations and the culture of the Global South, including Saudi Arabia. Empirical research needs to be conducted to predict and achieve other key outcomes.
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    The role of organizational learning and innovative organizational culture for ambidextrous innovation
    (Emerald, 2024-01-12) AlSaied, Mohammad Khalid; Alkhoraif, Abdullah Abdulaziz
    Purpose In the era of hyper-competitiveness, firms, especially project-based management structures, have to focus on ideas for both new and existing sets of products and services, i.e. ambidextrous innovation. The ambidextrous innovation can be helpful, but achieving such a level is a problem to be solved. This study aims to yield ambidextrous innovation by using innovative culture and knowledge that has been gained from learning. Design/methodology/approach The present research collected data from Saudi Arabian public-sector firms. The data collected is analyzed using the partial least squares structural equation modeling (PLS-SEM). Findings The findings of the study suggest that a range of factors can be operationalized in project-based firms to establish organizational learning and innovation culture. These factors include agile-based project management, leveraging existing innovative capabilities and growth mindset in case of innovative organizational culture and additional factors of agile-based knowledge management along with others in case of organizational learning. The PLS-SEM further concluded that both organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability. Originality/value The PLS-SEM further concluded that both the organizational learning and innovative organizational culture, in turn, help project-based Saudi Arabian public-sector firms to develop their ambidextrous innovation capability.