(The Effect of Tight-Loose Organization Culture and Person-Organization Fit in Terms of Employees’ Perceptions of Ambidexterity)

Abstract

Purpose – The purpose of the study is to examine the effect of tight-loose organizational culture and person-organization fit and the perception of ambidexterity. Design/methodology/approach – The research was conducted through an online survey with 201 persons working in the technology sector. Data were analyzed by correlation and multiple regression analyzes. Findings – According to the research results, person-organization fit and tight-loose culture effect the perception of ambidexterity positively and significantly. Furthermore person-organization fit has a role of mediator in the relationship between tight culture and perception of ambidexterity. Discussion – The fact that life has become innovative, functional and quality in the 21th century leads businesses to invest in new markets. Innovativeness requires a business to use its beneficiary and exploratory abilities synchronously (ambidexterity). The achievement of ambidexterity is depended on organizational culture perceptions of all employees including top managers and subordinates. Previous studies show that organizational adaptation of an employee who has a perspective of innovative culture provides different ideas and abilities to combine.