An Integrated Literature Review of Organizational Ambidexterity: The Rise of Fusion Ambidexterity

For the past two decades, organizational ambidexterity has been a growing theme both in literature, as well as in practice. However, to this date, various research has not been able to clearly define the concept and severe fragmentation of the construct exists. Both research and practice are perplexed, as to what organizational ambidexterity is and what does it mean in practice. Using an integrative literature review, this thesis aimed to synthesize and integrate the existing literature and to identify the extent that the research has departed from the original line of thought: organizational ambidexterity is about managing tensions. Furthermore, the goal was to provide a comprehensive and multidimensional modern framework of organizational ambidexterity, by integrating the various research. Findings revealed that the fragmentation in literature was in part due to the definition of ambidexterity and its inapplicability to organizations as such, and on another, due to research providing mechanistic evaluations of the concept without proceeding into the essence of it. Moreover, this study introduced a concept of bimanual interference, which is a more suitable term in explaining the role of tensions in organizational ambidexterity. Using the rationale of bimanual interference and integrating the existing literature, a new form of ambidexterity was depicted: Fusion Ambidexterity. In conclusion, it is proposed that in today's organizational life, fusion ambidexterity is demanded. Central to this meta-level capability is exploitation and exploration with external parties, organizational learning and intelligence, and finally, dynamic capabilities. Furthermore, fusion ambidexterity permeates the entire organization and reflects an interplay between organizations' strategic approach and individual task performance. Finally, it is proposed that fusion ambidexterity enables firms’ long-term triumph and existence