The mediating effect of organizational ambidexterity in the effect of talent management on organizational creativity and a research

Due to the nature of today's corporate environment, almost all organizations need to create a workforce pool with the equipment and competencies they need and may need in order to adapt to the rapidly changing environmental conditions and technology and to continue their lives. It is a challenge in itself to create this workforce pool; however, the organizations that successfully deal with these challenges are able to curate a workforce that can dominate the market both in the long and short term and gain a strategic advantage. Talent Management is a set of activities that focus on ensuring that an organization has a strong talent and skill pool for a targeted job, as well as the alignment of a qualified workforce with the organizational goals. Organizational Creativity is defined as the application process of a successful development of new and creative ideas within an organization. Some studies argue that the talented employees provide a synergy for the organization's creative collaboration. On the other hand; Organizational Ambidexterity, which is accepted as a strategic capability, is based on the idea that two conflicting activities, such as exploration and exploitation, are carried out simultaneously in an organization. From a strategic point of view, organizations must be both versatile and also make the organizational creativity a very important skill in order to be competitive. For this purpose, this study, which researches the effect of Talent Management on Organizational Creativity and the possible mediating role of Organizational Ambidexterity in this effect, was carried out with the participation of managers and employees of the companies registered with ICOC (Istanbul Chamber of Commerce). The data collected by the survey method from 395 participants, who were found with the convenience sampling method, underwent the validity, reliability and confirmatory factor analyses via Smart PLS 3.2.9 programme. Furthermore, the Partial Least Squares Structural Equation Modelling (PLS-SEM) method was applied using Smart PLS 3.2.9. and the effects were evaluated and interpreted by considering the path coefficients and statistical significance levels.The results of the research reveal that the Talent Management has a direct and significant effect on the Social Creativity and Managerial Creativity, which are only two of the three dimensions of Organizational Creativity. In the research model, in which the Organizational Ambidexterity is positioned as a mediator, it is concluded that the mediator of Organizational Ambidexterity has a partial effect between the Talent Management and Organizational Creativity.