Navigating Dualities: A Literature Review of the Role of Organizational Learning in Fostering Ambidexterity

Abstract

In the evolving landscape of organizational management, the simultaneous pursuit of exploitation and exploration has heightened interest in organizational ambidexterity. This literature review synthesizes key studies to explore the relationship between organizational learning and ambidexterity, focusing on how learning influences and integrates ambidextrous capabilities. The review examines the theoretical and practical importance of balancing these dual strategies, emphasizing their role in long-term success. To provide a structured analysis, the literature is organized into six key themes, offering a comprehensive view of how different aspects of learning contribute to ambidexterity. Methodologically, the review systematically analyzes peer-reviewed articles from the last two decades, offering insights into how learning processes enhance both explorative and exploitative activities. The findings underscore the value of embedding learning in cultural and structural dimensions to promote adaptability and innovation, providing significant implications for organizational leaders and scholars.