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This doctoral research explores the implementation of organizational ambidexterity (OA) and its influence on organizational performance, utilizing a dual theoretical lens of Resource-Based View (RBV) and Market-Based View (MBV).

Motivated by challenges in organizational survival, the study identifies gaps in the literature concerning the practical execution of OA. Key objectives include understanding how firms embed OA, analyzing managerial decisions, and developing diagnostic tools for assessing OA.

The research follows a multi-phase methodology, beginning with a comprehensive literature review and informal interviews with industry practitioners, which identified five critical themes: organizational ambidexterity, performance, market orientation, dynamic capabilities, and culture. Formal qualitative interviews added organizational design as a sixth theme, creating a robust conceptual framework.

In the quantitative phase, data from 408 managers across industries confirmed the theoretical constructs, demonstrating significant relationships between dynamic capabilities, organizational culture, market orientation, and performance. Statistical analyses revealed OA's transformative role in leveraging RBV and MBV for performance optimization.

Key contributions include a validated OA diagnostic tool and insights into the barriers and enablers of OA implementation. This research advances theoretical understanding while offering actionable frameworks for managers.

Findings have been shared through conference invitations, journal submissions and a book publication, highlighting their academic and practical significance.