Artificial Intelligence Capability and Strategic Performance in Computer Firms: The Moderating Role of Organizational Ambidexterity

Moslem Hosseini; Abdolreza Rasouli Kenari

Authors

Moslem Hosseini Department of Computer Engineering, Qom University of Technology, Qom, Iran Corresponding author https://orcid.org/0009-0003-5535-6282
Abdolreza Rasouli Kenari Faculty of Electrical and Computer Engineering, Department of Computer Engineering, Qom University of Technology, Qom, Iran Author https://orcid.org/0000-0003-4817-9380

Keywords:

Artificial Intelligence Capability; Strategic Performance; Organizational Ambidexterity; Computer Firms; Exploration; Exploitation; PLS-SEM

Abstract

This study aimed to investigate the effect of artificial intelligence capability on strategic performance in computer firms in Tehran and to examine the moderating role of organizational ambidexterity in this relationship. This applied, quantitative, cross-sectional, and correlational study was conducted among managers, supervisors, specialists, and professional employees of computer and information technology firms in Tehran, Iran. A total of 330 questionnaires were distributed using purposive and convenience sampling, of which 298 were returned; after data screening, 286 valid questionnaires were retained for analysis. Data were collected using standardized measures of artificial intelligence capability, organizational ambidexterity, and strategic performance, all rated on five-point Likert scales. Data analysis was performed using SPSS and SmartPLS. The measurement model was assessed through indicator loadings, Cronbach's alpha, rho_A, composite reliability, average variance extracted, and the heterotrait-monotrait ratio. The structural model was evaluated using partial least squares structural equation modeling, bootstrapping with 5,000 resamples, path coefficients, effect sizes, coefficients of determination, predictive relevance, and moderation analysis. Artificial intelligence capability had a significant positive effect on strategic performance (β = 0.421, t = 7.655, p < 0.001), and organizational ambidexterity also positively predicted strategic performance (β = 0.347, t = 6.088, p < 0.001). The direct-effects model explained 61.2% of the variance in strategic performance (R² = 0.612). The interaction between artificial intelligence capability and organizational ambidexterity was positive and significant (β = 0.184, t = 3.915, p < 0.001), increasing the explained variance to 63.6% (R² = 0.636). The effect of artificial intelligence capability on strategic performance increased from β = 0.289 at low ambidexterity to β = 0.507 at high ambidexterity. Artificial intelligence capability contributes substantially to strategic performance, while organizational ambidexterity both directly improves performance and strengthens the strategic benefits derived from AI capability. Computer firms can therefore obtain greater returns from AI resources when they simultaneously develop exploratory and exploitative organizational capabilities.

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