“…Scholars generally agree that maintaining a firm's competitive advantage requires organizational ambidexterity (Kang and Kim, 2020;Lavie et al, 2010;Soto-Acosta et al, 2018), defined as the "ability to pursue both exploratory and exploitative activities" (Tarba et al, 2020, p. 1). Nevertheless, scholars often position exploration and exploitation as antagonistic processes (Birkinshaw and Gupta, 2013;Eide et al, 2021;He and Wong, 2004;March, 1991;Park et al, 2002;Swift, 2016;Uotila et al, 2009;Van Deusen and Mueller, 1999). As such, the earliest solutions to achieve organizational ambidexterity, especially in larger firms, focused on the separation of the two activities into different divisions or units, a phenomenon referred to as structural ambidexterity (Duncan, 1976;Lavie et al, 2010;O'Reilly and Tushman, 2013), which independently allocates resources (both human and material) to exploration and exploitation activities (Duncan, 1976;Jansen et al, 2005Jansen et al, , 2009Jansen et al, , 2012O'Reilly and Tushman, 2013;Tamayo-Torres et al, 2017;Turner and Lee-Kelley, 2013;Uotila et al, 2009).…”