Investigation the relationship between strategic thinking and organizational ambidexterity (Case of: military units)

In recent decades, complexity and environmental turbulence have faced many challenges for organizations. In such a situation, for individuals and organizations, being successful means adapting to life through learning, and changing behavior patterns.  But some scholars believe that this approach should simultaneously and balanced emphasize on the creation of new knowledge related to new products and services for emerging markets, as well as the utilization of competencies and capacities to improve existing products and services. A process is known as organizational ambidexterity. In this process, the ability to use of existing status (exploitation) and opportunities to grow and survive in the future (exploration) are two sides of the organization's move toward ambidexterity. The realization of ambidexterity in organizations requires the creation of a dynamic structure and internal flexibility which can empower organizations to face environmental changes so that they can anticipate environmental change and find appropriate strategies for dealing with them. This approach is addressed in the field of strategic management as strategic thinking.