Linking Ambidextrous Learning with Organizational Performance: Critical Review of Literature and a Research Agenda

Paul Thumbi Njoroge, Stephen M. A. Muathe


Modern organizations are confronted with the dilemma of ensuring effectiveness and efficiency in management of current operations while at the same time adapting to the dynamics of business environment for future viability. Achieving a balance in this paradigm requires organizations to be ambidextrous. Research on ambidexterity is inconclusive with studies giving divergent and even contradictory results particularly on the configuration and conceptualization of the dimensions of ambidextrous learning and their effect on organizational performance. This paper, therefore, makes a critical review of literature on the linkage between ambidextrous learning and organizational performance and proposes a conceptual framework and research methodology for future research.

Keywords: Ambidextrous learning, employee ambidexterity, exploitative learning, exploratory learning, innovative work behaviour, environmental dynamism, organizational performance.

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ISSN (Paper)2222-1905 ISSN (Online)2222-2839

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