The Investigation Role of Organizational Ambidexterity on Sustainable Competitive Advantage and Dynamic Capabilities

An organization’s competitive advantage can be viewed as the ability, gained through resources and attributes, to perform at a higher level than competitors in the same market. Establishing a Sustainable Competitive Advantage in today’s dynamic environment involves optimizing an organization’s exploration and exploitation strategy. This paper aims to explore how an Organization’s Ambidexterity complements the Dynamic Capabilities strategy in attaining a Sustainable Competitive Advantage. Organizational Ambidexterity, Sustainable Competitive Advantage and Dynamic Capabilities are closely related concepts. Unfortunately, there is still a lack of understanding about the relation between the three. This paper aims to offer a theoretical explanation of the relationship between Dynamic Capabilities, Organizational Ambidexterity and Sustainable Competitive Advantage. The authors find that organizational ambidexterity may be considered as a mediator in the relationship between Sustainable Competitive Advantage and Dynamic Capabilities. Organizations that focus on develop their ambidextrous strategy, can achieve a sustainable competitive advantage through developing their dynamic capabilities by which organizations change their value proposition.