While organizational learning is pivotal for digital transformation (DT), understanding of how and why organizational ambidextrous learning (a combination of cumulative market-focused learning and internally focused learning) impacts DT remains limited. Drawing from the resource management process view, this research explores the underlying mechanism through which ambidextrous learning affects DT and firm performance.
This study utilizes multiple sources of data collected at different points of time from 84 electronics firms in Taiwan, covering the period from 2016 to 2021. We used a path structural model with mediation analysis, implemented via the PROCESS approach, to test our proposed hypotheses regarding the relationships between variables.
Ambidextrous learning influences DT indirectly via the intermediary functions of a firm’s entrepreneurial mindset and digitalization efforts. Ultimately, DT affects firm performance indirectly via a focus on value creation through differentiation.
Managers should not focus solely on enhancing ambidextrous learning. Rather, firms should endeavor to transform ambidextrous learning into entrepreneurial actions that support DT development.
Although organizational ambidextrous learning is widely acknowledged as important, extant research offers limited insight into how it affects DT and, ultimately, firm performance. This study explains how such learning supports DT through two key mediators: entrepreneurial orientation and digitalization. It also shows that value creation via differentiation mediates the relationship between DT and firm performance.
