The Role of Marketing in Achieving Marketing Ambidexterity: Exploratory Study

Abstract

This paper aims to identify the role of marketing improvisation through its dimensions (bricolege, intuition, invention, adaptation, innovation, and spontaneity) in achieving marketing ambidexterity through its dimensions (exploring opportunities, exploiting opportunities and marketing flexibility). In the light of the above aim, the study problem was summarized by a number of questions: what is the level of adoption of the leaders of marketing improvisation dimensions in the banks considered2 What is the level of marketing ambidexterity in the banks considered2 Is there a significant correlation and effect between marketing improvisation and marketing ambidexterity in the banks considered2

The importance of the present study lies in diagnosing the levels of marketing ambidexterity in the banks considered, and revealing the role played by marketing improvisation in achieving such ambidexterity. To do so, four hypotheses were developed. This study followed the descriptive analytical approach. Data was collected through a questionnaire, which was distributed over a random sample of (60) individuals representing the staff in the considered banks, (48) of them were suitable for the analysis, and then the percentage of response was (95%). The study uses several statistical tools to analyze data by using (SPSS: V. 22) package.

The results show that is a significant positive correlation between marketing improvisation and marketing ambidexterity in the sample considered; and there is a significant impact of marketing improvisation on the marketing ambidexterity in the above-mentioned sample.

The study made several recommendations, including: there is a need for administrative leaders in the responding organizations to pay attention to marketing improvisation, especially since the distinctive feature of the business environment in the world today is the complexity and constant change. This requires keeping up with and responding to these environmental changes. The banks considered can achieve this by having mechanisms to monitor environmental changes, such as adopting the concept of strategic alertness, as well as, using flat organizational structures.

This study recommends the management of the banks considered to use their available resources to find solutions for the problems they face, and be flexible in the transfer of resources to activities that add value to the customer service.