The impact of customer orientation, competitive orientation, and inter-functional coordination on the organizational ambidexterity and performance of Saudi Arabian hotel chains

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Abstract
Purpose – This study aims to investigate the relationships between customer orientation, competitive orientation, inter-functional coordination, organizational ambidexterity, and business performance, also exploring the mediating role of organizational ambidexterity by employing strategic orientation and resource-based view theory. Methodology/Design/Approach – A total of 288 hotel owners/managers participated in the present study. Structural equation modeling (partial least squares) via SmartPLS was applied to test the model of the present study. Findings – The findings indicate that customer orientation, competitive orientation, and inter-functional coordination significantly impact organization ambidexterity and business performance. This study can also confirm the mediating role of organizational ambidexterity between customer orientation, competitive orientation, inter-functional coordination, and business performance. This research shows that customer orientation, competitive orientation, and inter-functional coordination may be essential resources for improving hotel firms’ results. Originality of the research – The present paper analyzes relationships between variables not previously investigated in a single model, including customer orientation, competitive orientation, inter-functional coordination, organizational ambidexterity, and business performance.

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