Exploring the Performance Consequence of Organizational Ambidexterity

Firms that implement both exploration and exploitation activities are more likely to achieve superior performance than firms implementing only a single strategy. Based on this kind of theoretical logic, a large number of scholars have examined the relationship between organizational ambidexterity and firm performance. Research has found that organizational ambidexterity is positively related to firm performance, and the relationship is moderated by resource constraints and external environmental conditions. Further research should explore the intermediary mechanism of organizational ambidexterity effects on performance, and consider some other moderating variables.