Organizational Ambidexterity - A Theoretical Review

Abstract

Intense competition in all fields is increasing the pressure on organizations, pushing them to make significant efforts to achieve a competitive advantage that ensures their long-term survival and success amidst the uncertainty and constant change in the business environment. This requires organizations to possess the ability to anticipate risks that may arise from sudden changes in customer preferences, radical innovations, and rapid technological advancements, which may render current technologies obsolete. Additionally, it requires organizations to have the ability for continuous and effective strategic assessment of all available resources and expected opportunities. In this context, this study aimed to explore the concept of organizational ambidexterity, its relationship with organizational learning, the role of its sub-dimensions (exploitation and exploration), and how the presence of organizational ambidexterity can enhance the impact on other managerial concepts, such as innovation, superior organizational performance, and achieving sustainable competitive advantage. This study relied on the theoretical review developed in strategic management literature regarding the concept of organizational ambidexterity. The study concluded with a set of findings, most notably that the concept of organizational ambidexterity has evolved with the development of organizational learning, technological innovation, organizational design, the ability of organizations to adapt, and the evolution of the dynamic capabilities concept. The study led to several recommendations, the most prominent of which is conducting more quantitative research to examine the impact of the perceived relationships between organizational ambidexterity and other managerial concepts in various commercial and industrial sectors.