EXPLORING SUCCESS AND FAILURE IN ORGANIZATIONAL AMBIDEXTERITY: INSIGHTS FROM A SYSTEMATIC LITERATURE REVIEW

This paper investigates the conditions under which organizations succeed or fail in achieving ambidexterity, hence the ability to balance exploration and exploitation to sustain innovation and performance. While previous studies have examined structural, contextual, or leadership antecedents independently, this research offers an integrative perspective by applying a four-part analytical framework encompassing antecedents, mechanisms of implementation, outcomes, and contextual moderators. Through a systematic synthesis of recent empirical and theoretical studies, the paper identifies the primary enablers of successful ambidexterity, including adaptive leadership, trustbased culture, and technological absorptive capacity. Conversely, failure often arises from leadership misalignment, excessive structural rigidity, or a lack of dynamic reintegration following exploration initiatives. The findings reveal that organizational ambidexterity is not a fixed capability but a dynamic process requiring continuous calibration between innovation and operational efficiency, particularly in the context of digital transformation and environmental turbulence. The study contributes to the literature by linking ambidexterity outcomes to both internal and external contextual factors, offering a complementary explanation of why some organizations thrive while others stagnate.