Authors : Flora Kisale; Dr. Ambrose Kemboi; Ronald Bonuke

Volume/Issue : Volume 11 - 2026, Issue 3 - March

Google Scholar : https://tinyurl.com/9kreamuk

Scribd : https://tinyurl.com/tnwnubtj

DOI : https://doi.org/10.38124/ijisrt/26mar644

Note : A published paper may take 4-5 working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and ResearchGate.

Abstract : This study examined the relationship between dynamic capabilities, organizational resilience, and organizational ambidexterity among manufacturing firms in Nairobi County, Kenya. The study was motivated by the need to understand how firms balance exploration and exploitation in dynamic environments. Specifically, it sought to determine the effect of dynamic capabilities on ambidexterity and the moderating role of organizational resilience. An explanatory research design was adopted, with data collected from 357 firms and analyzed using correlation and regression techniques. The results revealed strong positive relationships between dynamic capabilities and ambidexterity (r = .712, p < .01), and between resilience and ambidexterity (r = .657, p < .01). Regression analysis showed that dynamic capabilities (β = .744, p < .001) and organizational resilience (β = .418, p < .001) significantly influence ambidexterity, explaining 62.3% of the variance (R² = .623). However, the moderating effect of resilience was not significant (β = -.033, p > .05). The study concludes that dynamic capabilities are the primary drivers of organizational ambidexterity, while resilience plays a supportive but non-moderating role. It recommends that firms invest in innovation, adaptability, and strategic flexibility to enhance ambidextrous capabilities.

Keywords : Dynamic Capabilities, Organizational Resilience, Organizational Ambidexterity, Manufacturing Firms.

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