Dr. Ayyoub Alsawalhah
Abstract:
Background:
Organizational ambidexterity (OA) is defined as a firm’s ability to manage both exploration (searching for new opportunities, radical innovation) and exploitation (refining existing capabilities, incremental innovation) simultaneously. . Exploitation in dynamic and uncertain environments is especially significant for developing new innovations and for sustaining competitive advantage over time. Thus, this study intends to address OA by establishing a theoretical framework for OA and exploring two of its core dimensions, exploration and exploitation, and the relationship between these dimensions to achieve sustainable competitive advantage.
Methods:
A comprehensive literature review was implemented using contemporary empirical articles, seminal literature and established theoretical models on organizational ambidexterity (mostly since 2018 with exceptions related to foundational work). The review will elucidate the evolution of the concept of OA, distinctions of its core dimensions, alternative approaches to achieve ambidexterity (structural, contextual, or leadership), antecedents of ambidexterity, implementation challenges of ambidexterity, implications for performance on organizational outcomes.
result:
The study defines exploration (described as searching, discovering, testing, taking risks, changing, and radical innovation) and exploitation (described as optimizing, efficiency, implementations, incremental innovation, and control) as the two essential and sometimes conflicting dimensions of OA. Achieving OA requires a fluid balance or effective integration of the two dimensions. Enablement for dimension balancing includes supportive structures, a culture that supports exploration and exploitation, and ambidextrous leaders who can lead both activities.
Conclusion:
Organizational Ambidexterity allows firms to be innovative, adaptable, and have sustained competitive advantage by effectively managing the exploration-exploitation paradox. This study demonstrates deeper theoretical connectivity to the OA framework. Future research will help to investigate the subtle mechanics of balancing exploration and exploitation in different organizational contexts, and the changing roles of leaders to foster that valuable capability.