Psychological Drivers of Organizational Ambidexterity: Evidence from Agentic Artificial Intelligence Supported Fuzzy Decision Modeling

Organizational ambidexterity constitutes a significant psychological and behavioral challenge, as individuals and groups within organizations are often required to simultaneously engage in exploratory and exploitative activities that involve conflicting goals, cognitive demands, and motivational states. The core problem lies in understanding how organizations can prioritize managerial strategies that support employees’ adaptive behaviors, learning processes, and role integration under conditions of uncertainty. Accordingly, psychological and organizational capabilities related to cognition, flexibility, and coordination need to be systematically examined. However, the existing literature reveals an important gap, as prior studies in organizational psychology largely focus on individual or team level antecedents of ambidexterity, while offering limited guidance on how strategy level priorities can be determined through integrated and evidence-based decision frameworks. The aim of this study is to address this gap by proposing a novel decision-making model that links psychological mechanisms with strategic prioritization in the context of organizational ambidexterity. The proposed framework combines expert judgments, a newly developed Fermatean fuzzy COWEB technique for criteria weighting, and an agentic AI based analysis of 593 academic articles indexed in the Web of Science database to identify psychologically grounded managerial strategies. The model then applies the EDAS approach to rank strategic alternatives based on their relative effectiveness. The findings indicate that sensing, seizing, and reconfiguring and organizational and strategic agility are the most influential criteria, reflecting the importance of cognitive adaptability and behavioral flexibility. Enhancing collaboration and knowledge sharing across organizational units emerges as the most effective strategy, emphasizing the role of social interaction and shared meaning in ambidextrous behavior. This study contributes to the psychology literature by offering a robust and replicable framework that integrates cognitive, behavioral, and decision-oriented perspectives, while providing actionable insights for designing psychologically informed organizational interventions.