Abstract
The purpose of the present research is to propose a psychological framework for managers’
ambidexterity in public organizations. The data were collected through 11 interviews
conducted over five months. The saturation was reached at nine interviews using conventional
content analysis. As a result, eight factors were identified to achieve ambidexterity in public
organizations, including courage, gratitude, spirituality, creativity, resilience, optimism, hope,
and self-efficacy. These factors can be used to develop a new framework for ambidexterity in
public non-profit organizations. This framework can also provide a psychological basis for
creating and strengthening managers' ability to plan ambidextrous behaviors.
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