Journal of Engineering, Project, and Production Management, 2026, 16(7), 2026-0059
Data-Driven Decision Systems and Organizational Ambidexterity: The Moderating Role of Strategic Vigilance
1 Lecturer,
Department of Computer Information Systems, King Abdullah II School for
Information Technology, University of Jordan, Amman 11942 Jordan,
E-mail: mk5918183@gmail.com (corresponding author).
2 Professor, Business
Administration, Business Intelligence and Data Analysis Department,
Faculty of Administrative and Financial Sciences, Irbid National
University, E-mail: Mah.alrousan@inu.edu.jo
Project Management
Received May 20, 2026; revised July 4, 2026, August 5, 2026; accepted August 13, 2026
Available online August 30, 2026
Abstract: In technology-intensive and dynamic environments, organizations must simultaneously achieve efficiency and innovation, a duality captured by organizational ambidexterity. Despite widespread adoption of business intelligence (BI), its association with combined organizational ambidexterity remains underexplored, particularly under varying contextual conditions. This study examines the association between BI capability and combined organizational ambidexterity and assesses whether strategic vigilance moderates this association within the telecommunications sector. Using a quantitative, cross-sectional design, data were collected from 200 senior and middle-level managers in a single major telecommunications firm in Jordan. BI capability was operationalized through data collection, data reliability, and data analysis, and tested using hierarchical multiple regression after controlling for six respondent characteristics. BI capability was positively associated with combined organizational ambidexterity and explained an additional 54.2% of the variance in it beyond the control variables. Strategic vigilance was also positively associated with ambidexterity, and the BI × strategic vigilance interaction was statistically significant (B = 0.42, p < 0.001), explaining an additional 2.5% of variance beyond the main-effects model. While data collection exhibited the highest reported mean, data analysis had the lowest, indicating comparatively weaker perceived analytical capability. The findings distinguish BI, as a technical information-processing capability, from strategic vigilance, as a managerial interpretive capability, and highlight the importance of connecting BI outputs to strategic decision processes. The results reflect cross-sectional managerial perceptions within one organization and do not establish causality or sector-wide generalizability.
Keywords: Business intelligence capability; organizational ambidexterity; strategic vigilance; dynamic capabilities; data analytics; environmental scanning; telecommunications sector; emerging markets.
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Citation: Obeidat, M. K. and Alrousan, M. A. (2026). Data-Driven Decision Systems and Organizational Ambidexterity: The Moderating Role of Strategic Vigilance. Journal of Engineering, Project, and Production Management, 16(7), 2026-0059.
