Organizational Learning, Ambidexterity, and Firm Performance

Based on the theories of organizational learning and organizational ambidexterity, this paper puts forward some theoretical propositions and conducts empirical tests. The results indicate that organizational ambidexterity plays partially mediating roles between organizational learning and firm performance. This research illustrates another kind of contextual ambidexterity which is different from what Gibson and Birkinshaw (2004) depicted, clarifies the mechanisms of action the organizational context has on organizational ambidexterity, and enriches empirical evidence on the relationship between organizational ambidexterity and organizational performance.