Synthesizing a new understanding of ambidexterity

Abstract

Ambidexterity is a widespread construct that aims to combine two seemingly opposing strategic activities—exploration and exploitation—in order to enhance organizational performance. However, the coexistence of different conceptualizations of ambidexterity hampers a unified theoretical and empirical understanding. In this study, we introduce a new conceptual framework to study ambidexterity and its impact on organizational performance.

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