Purpose This study aimed to clarify how organizational ambidexterity functions as a dynamic capacity that enhances the impact of intellectual capital and digital knowledge management on strategic performance within Jordanian universities, and to examine how these mechanisms differ between public and private environments. Design/methodology/approach The data were obtained from a cross-sectional survey of full-time faculty at Jordanian universities, and variance-based structural equation modeling was employed with multiple-group comparisons. Tests of measurement quality, model fit, convergent validity, discriminant validity, and reliability were conducted before analyzing structural paths and indirect effects. Findings Organizational ambidexterity significantly influences strategic performance. The role of digital knowledge management is paramount because it facilitates ambidexterity, a key driver of performance. Intellectual capital exhibits a condition-dependent pattern, with the direct conversion of intellectual capital into performance more pronounced in private universities. Conversely, ambidexterity facilitates the development of intellectual capital in public universities. Research limitations/implications The cross-sectional design, reliance on self-reports, and single-system national focus limit causal inference and generalisability. Future studies would be better advised to use longitudinal, multi-source designs to ensure measurement invariance before group comparison and assess out-of-sample predictive utility. Originality/value The paper discusses organizational ambidexterity as a conversion process by which intellectual capital stocks and cyber infrastructures are converted into performance, thereby shifting the focus from ownership to activation. The paper makes a theoretical contribution to the existing literature on intellectual capital in the higher education sector.
Alshaketheep et al. (Wed,) studied this question.