Abstract
ABSTRACT Based on organizational ambidexterity theory and knowledge-based view, this study presents a conceptual framework that links organizational ambidexterity, open innovation and innovation performance together and tested this framework by distributing questionnaires to senior managers in East and Mid-China to assess related variables. The empirical study analysis based on 274 returned questionnaires finds a non-linear relationship between organizational ambidexterity and innovation performance and the moderating effects of inbound and outbound open innovation on the ambidexterity-performance relationship. To effectively use organizational ambidexterity, firms need open innovation to use external ideas as well as internal ideas, and to take advantage of both internal and external paths to market.
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