What is it about?
This research examines the relationship between firm marketing ambidexterity (balancing exploitation and exploration) and strategic service-sales ambidexterity (balancing service provision and cross-/up-selling). The authors adopt a top-management perspective, using survey data from 190 upper managers and executives to understand how these capabilities are connected and how they influence firm performance through the lens of Organizational Learning Theory.
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Why is it important?
This research examines the relationship between firm marketing ambidexterity (balancing exploitation and exploration) and strategic service-sales ambidexterity (balancing service provision and cross-/up-selling). The authors adopt a top-management perspective, using survey data from 190 upper managers and executives to understand how these capabilities are connected and how they influence firm performance through the lens of Organizational Learning Theory.
Perspectives
This research examines the relationship between firm marketing ambidexterity (balancing exploitation and exploration) and strategic service-sales ambidexterity (balancing service provision and cross-/up-selling). The authors adopt a top-management perspective, using survey data from 190 upper managers and executives to understand how these capabilities are connected and how they influence firm performance through the lens of Organizational Learning Theory.
Dr Omar S. Itani
Lebanese American University
Read the Original
This page is a summary of: The paradox of ambidexterity: marketing and service-sales in the spotlight, Journal of Business Research, April 2026, Elsevier,
DOI: 10.1016/j.jbusres.2026.116069.
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