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From Ambidexterity to Organizational Agility: The Mediating Role of Strategic Integration in ESG Context

Jurnal Dinamika Manajemen · Vol. 17 No. 1 (2026) · pp. 153–164

DOI
10.15294/jdm.v17i1.40630
ISSN
2337-5434
Published
2026-03-01
Publisher
Universitas Negeri Semarang
Language
eng

Abstract

This study examines the mediating role of Strategic Integration in the relationship between Ambidextrous Capability and both Organizational Agility and Sustainable Value Creation among Indonesian natural resource companies under ESG pressure. Employing PLS-SEM analysis on pooled data of 130 firm-year observations from 65 companies during the 2023-2024 period, data were collected through content analysis of Annual Reports and Sustainability Reports using the Strategic ESG Capability Index with 54 indicators. The findings reveal that Ambidextrous Capability positively affects Strategic Integration, which subsequently influences both Organizational Agility and Sustainable Value Creation. Critically, Strategic Integration fully mediates both the Ambidextrous Capability-Organizational Agility relationship and the Ambidextrous Capability-Sustainable Value Creation relationship, while the non-significant direct effects confirm that Strategic Integration serves as the essential transformation mechanism. Theoretically, this study contributes by addressing the black box problem in ambidexterity-agility literature and operationalizing Dynamic Capabilities Theory into ESG-specific constructs through a validated measurement framework. Practically, the findings provide actionable insights for managers of natural resource companies facing EUDR compliance requirements, demonstrating that ambidextrous capabilities must be channeled through strategic ESG integration to yield agility and sustainable value outcomes.

Keywords

Collaboration network of the authors

32 authors · 93 co-authorship links · 24 across different organisations

Hover or tap a name to highlight its co-authors. Double-click to open the author's page.

  • Indonesia University of Education
  • Universiti Teknologi MARA
  • Universitas Muhammadiyah Prof Dr Hamka
  • Universitas Al-Ghifari
  • Sunan Gunung Djati State Islamic University Bandung
  • University of Birmingham
  • Universiti Malaysia Terengganu
  • Affiliation unknown
  • Different organisations
  • Same organisation
  • Affiliation unknown
  • Thicker line = more joint articles · bigger circle = more articles
Show as table
Co-authorOrganisationJoint articles
Lili Adi WibowoIndonesia University of Education2
Ginanjar NugrahaAffiliation unknown1
MunirAffiliation unknown1
Nurul Hidayah Mat ZainUniversiti Teknologi MARA1
Siti Rahayu Abdul AzizUniversiti Teknologi MARA1
Nor Aiza MoketarUniversiti Teknologi MARA1
Norshahidatul Hasana IshakUniversiti Teknologi MARA1
Asep MunawarAffiliation unknown1
SuryanaAffiliation unknown1
DismanAffiliation unknown1
Ratih HurriyatiIndonesia University of Education1
Taufiq RahmatUniversitas Al-Ghifari1
Adi SopianSunan Gunung Djati State Islamic University Bandung1
Ichsan BudimanUniversity of Birmingham1
Siti RohmatAffiliation unknown1
Dicky ChandraIndonesia University of Education1
Nuryadi WijiharjonoUniversitas Muhammadiyah Prof Dr Hamka1
Agus RahayuIndonesia University of Education1
Nur Hadiyazid RachmanUniversitas Muhammadiyah Prof Dr Hamka1
Jumadil SaputraUniversiti Malaysia Terengganu1
Asti Nur AryantiAffiliation unknown1
Suryana SuryanaAffiliation unknown1
Chairul FurqonAffiliation unknown1
Hari MulyadiAffiliation unknown1
Christianingrum ChristianingrumAffiliation unknown1
Palupi Permata RahmiAffiliation unknown1
Shintia PermataAffiliation unknown1

Affiliations come from OpenAlex; journal OAI-PMH metadata carries none. Authors without an OpenAlex ID are matched by name, which can merge or split people.

Metadata source: OAI-PMH (metadata jurnal) https://journal.unnes.ac.id/journals/jdm/oai, first harvested 6 Nov 2026, last seen 8 Nov 2026.
Original metadata (oai_dc) 
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	<dc:title xml:lang="en">From Ambidexterity to Organizational Agility: The Mediating Role of Strategic Integration in ESG Context</dc:title>
	<dc:creator xml:lang="en">Pragama, Tegar Ditya</dc:creator>
	<dc:creator xml:lang="en">Disman</dc:creator>
	<dc:creator xml:lang="en">Hendrayati, Heny</dc:creator>
	<dc:creator xml:lang="en">Dirgantari, Puspo Dewi</dc:creator>
	<dc:creator xml:lang="en">Muhamat, Amirul Afif</dc:creator>
	<dc:subject xml:lang="en">Ambidextrous Capability</dc:subject>
	<dc:subject xml:lang="en">Dynamic Capabilities  Theory</dc:subject>
	<dc:subject xml:lang="en">ESG</dc:subject>
	<dc:subject xml:lang="en">Organizational  Agility</dc:subject>
	<dc:subject xml:lang="en"> Strategic Integration</dc:subject>
	<dc:subject xml:lang="en">Sustainable Value Creation</dc:subject>
	<dc:description xml:lang="en">This study examines the mediating role of Strategic Integration in the relationship between Ambidextrous Capability and both Organizational Agility and Sustainable Value Creation among Indonesian natural resource companies under ESG pressure. Employing PLS-SEM analysis on pooled data of 130 firm-year observations from 65 companies during the 2023-2024 period, data were collected through content analysis of Annual Reports and Sustainability Reports using the Strategic ESG Capability Index with 54 indicators. The findings reveal that Ambidextrous Capability positively affects Strategic Integration, which subsequently influences both Organizational Agility and Sustainable Value Creation. Critically, Strategic Integration fully mediates both the Ambidextrous Capability-Organizational Agility relationship and the Ambidextrous Capability-Sustainable Value Creation relationship, while the non-significant direct effects confirm that Strategic Integration serves as the essential transformation mechanism. Theoretically, this study contributes by addressing the black box problem in ambidexterity-agility literature and operationalizing Dynamic Capabilities Theory into ESG-specific constructs through a validated measurement framework. Practically, the findings provide actionable insights for managers of natural resource companies facing EUDR compliance requirements, demonstrating that ambidextrous capabilities must be channeled through strategic ESG integration to yield agility and sustainable value outcomes.</dc:description>
	<dc:publisher xml:lang="en">Universitas Negeri Semarang</dc:publisher>
	<dc:date>2026-03-01</dc:date>
	<dc:type>info:eu-repo/semantics/article</dc:type>
	<dc:type>info:eu-repo/semantics/publishedVersion</dc:type>
	<dc:type xml:lang="en">Peer-reviewed Article</dc:type>
	<dc:format>application/pdf</dc:format>
	<dc:identifier>https://journal.unnes.ac.id/journals/jdm/article/view/40630</dc:identifier>
	<dc:identifier>10.15294/jdm.v17i1.40630</dc:identifier>
	<dc:source xml:lang="en">Jurnal Dinamika Manajemen; Vol. 17 No. 1 (2026): March; 153-164</dc:source>
	<dc:source>2337-5434</dc:source>
	<dc:source>10.15294/jdm.v17i1</dc:source>
	<dc:language>eng</dc:language>
	<dc:relation>https://journal.unnes.ac.id/journals/jdm/article/view/40630/9305</dc:relation>
	<dc:rights xml:lang="en">Copyright (c) 2026 Jurnal Dinamika Manajemen</dc:rights>
</oai_dc:dc>