Abstract
Firms must continually reinvent themselves to survive and outperform competition during environmental turbulence. The concepts of dynamic capabilities (DC) and organizational ambidexterity (OA) provide a framework for firms to renew and adapt their organizational competencies and capabilities to achieve congruence with the changing market environment for superior performance and sustained competitive advantage. Despite its relevance and strong theoretical roots from the resource-based view (RBV) and strategic positioning, the DC and OA are under scrutiny by strategy theorists over the last two decades. In this review, we synthesize the extant literature of DC and OA with an integrated conceptual framework and provide a deeper understanding of their interplay in the context of environmental dynamism.
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