What is it about?
This study examines how organizational ambidexterity (OA), the ability of firms to explore new opportunities and exploit existing capabilities simultaneously, enhances supply chain performance during disruptions. Using data from 405 manufacturing and service firms in Malaysia and analyzing it through PLS-SEM, the research focuses on the mediating roles of supply chain integration (SCI) and supply chain agility (SCA). The findings show that OA does not directly improve supply chain performance; instead, its impact is indirect and primarily transmitted through effective supply chain integration, which subsequently strengthens agility. Well-integrated supply chains are better positioned to respond swiftly and flexibly to disruptions, thereby improving overall performance.
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Why is it important?
This study is important because it clarifies how firms can translate ambidexterity into tangible performance gains under disruption. Rather than treating OA as a direct performance driver, the findings highlight integration and agility as the critical mechanisms through which ambidexterity works. In an era of pandemics, geopolitical tensions, and global supply shocks, the study provides practical guidance for managers and policymakers by emphasizing that investments in supply chain integration and agility are essential for building resilient and high-performing supply chains. It also contributes theoretically by explaining why ambidexterity alone is insufficient unless supported by strong supply chain capabilities.
Perspectives
From a theoretical perspective, this study advances the organizational ambidexterity and supply chain management literature by demonstrating that ambidexterity does not directly translate into superior supply chain performance during disruptions. Instead, its value is realized through supply chain integration and agility, highlighting a capability-based pathway that aligns with dynamic capability and resource orchestration views. This perspective refines existing assumptions by positioning integration and agility as essential enablers rather than complementary outcomes of ambidexterity. From a managerial perspective, the findings suggest that managers should move beyond pursuing ambidexterity in isolation. Developing an ambidextrous organization requires deliberate investment in integrated supply chain structures and agile processes, such as real-time information sharing, cross-functional coordination, and rapid decision-making mechanisms. These capabilities allow firms to sense disruptions early and respond effectively, thereby protecting performance. From a policy and industry perspective, the study underscores the need for supportive policies that encourage inter-organizational collaboration, digital integration, and agility-building initiatives, especially in disruption-prone economies. Strengthening supply chain ecosystems at the national and industry levels can enhance overall resilience and competitiveness. Finally, from a future research perspective, the results open avenues to explore context-specific contingencies, such as digitalization, firm size, and environmental uncertainty, in shaping the ambidexterity–integration–agility–performance relationship.
Dr. Muhammad Khalilur Rahman
Faculty of Entrepreneurship and Business University Malaysia Kelantan
Read the Original
This page is a summary of: Unraveling the Impact of Organizational Ambidexterity: The Role of Integration and Agility in Enhancing Performance amidst Supply Chain Disruptions, Global Business and Organizational Excellence, January 2026, Wiley,
DOI: 10.1002/joe.70028.
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