This research aims to explain the organizational ambidexterity model in Saderat Bank
of Iran and its dimensions. Ambidexterity refers to the ability to succeed in two contradictory abilities at the same time, for example, ambidexterity such as exploiting current opportunities and discovering and creating new opportunities for the future, adaptation, alignment, flexibility, and efficiency. This research was conducted using a qualitative-inductive approach using the Strauss-Corbin grounded theory method. The data were obtained from the interviews conducted with ۲۵ employees and qualified professionals of Saderat Bank
of Iran and were analyzed through the three stages of open, central, and selective coding. Twelve general categories in the form of a paradigm model were identified, which included causal conditions (individual factors, organizational factors, group factors, and environmental factors), central phenomenon (organizational ambidexterity), contextual conditions (intellectual capital), intervening conditions (job-related factors, learning factors), strategies (individual strategy, organizational strategy) and consequences (individual consequences, group consequences, organizational consequences). Ambidexterity can increase the scope and depth of knowledge identified and used by the organization by focusing on two levels of knowledge: ۱. paying attention to new knowledge due to its discovery capability and, ۲. paying attention to current knowledge due to its exploitation capability. It can also help the development culture of learning and intelligence and enhance competitiveness.