Table 4 Overarching thematic clusters... | Emerald Publishing

Table 4

Overarching thematic clusters and analysis

Overarching thematic clusters	Key supporting studies	Key contradictory findings	Key debate	Theoretical implications
Organizational Resilience and Ambidexterity	Bechthold et al. (2021), Zehrer et al. (2021)	Jacobs and Maritz (2020) - found no moderating effect of environmental turbulence	Does ambidexterity directly enhance resilience or is it contingent on leadership and communication?	Ambidexterity fosters adaptability and alignment, but its effectiveness depends on contextual enablers like transparency and culture
Individual Ambidexterity and Behavioural Micro foundations	Tuan (2022), Lin and Cheung (2023), Pertusa-Ortega et al. (2021)	Limited empirical studies on individual-level ambidexterity in tourism	Is individual ambidexterity under-theorized in tourism compared to organizational ambidexterity?	Micro-foundational lens highlights the role of leadership, job crafting, and cognitive flexibility in frontline innovation
Knowledge Ambidexterity and Innovation	Serrano-Bedia and Pérez-Pérez (2021), Elche et al. (2017), Gala-Velásquez et al. (2024)	Wang et al. (2017) - found knowledge management only mediates innovation indirectly	Does knowledge ambidexterity directly drive innovation or is it mediated by social capital?	Knowledge ambidexterity is a dynamic capability that links bonding/bridging capital to radical and incremental innovation
Family Firms and Ambidextrous Structures	Zehrer et al. (2021), Roed (2016), Vrontis et al. (2019)	Hauck and Prügl (2015) - socioemotional wealth may hinder innovation	Are family firms inherently less ambidextrous due to non-economic goals?	Families can both enable and constrain ambidexterity, leadership succession and values alignment are critical
Digital Transformation and Technological Ambidexterity	Busulwa et al. (2022), Goo et al. (2022), Shukla and Shamurailatpam (2022)	Séraphin (2022) - incremental technology tools alone is insufficient without radical change	Can digital tools alone drive ambidextrous innovation, or must they be paired with strategic shocks?	Digital ambidexterity requires both enabling technologies and strategic intent, ICT acts as a moderator rather than a driver
Over tourism and Strategic Balancing	Chaney and Séraphin (2023), Charlet and Dosquet (2020), Séraphin and Jarraud (2022)	Tiwari et al. (2022) - technology may exacerbate over tourism	Can over tourism be mitigated through ambidextrous strategies or is it a structural issue?	Ambidextrous management offers a dual lens–exploitative control and exploratory innovation–to manage over tourism

Overarching thematic clusters	Key supporting studies	Key contradictory findings	Key debate	Theoretical implications
Organizational Resilience and Ambidexterity	Bechthold et al. (2021), Zehrer et al. (2021)	Jacobs and Maritz (2020)- found no moderating effect of environmental turbulence	Does ambidexterity directly enhance resilience or is it contingent on leadership and communication?	Ambidexterity fosters adaptability and alignment, but its effectiveness depends on contextual enablers like transparency and culture
Individual Ambidexterity and Behavioural Micro foundations	Tuan (2022), Lin and Cheung (2023), Pertusa-Ortega et al. (2021)	Limited empirical studies on individual-level ambidexterity in tourism	Is individual ambidexterity under-theorized in tourism compared to organizational ambidexterity?	Micro-foundational lens highlights the role of leadership, job crafting, and cognitive flexibility in frontline innovation
Knowledge Ambidexterity and Innovation	Serrano-Bedia and Pérez-Pérez (2021), Elche et al. (2017), Gala-Velásquez et al. (2024)	Wang et al. (2017) - found knowledge management only mediates innovation indirectly	Does knowledge ambidexterity directly drive innovation or is it mediated by social capital?	Knowledge ambidexterity is a dynamic capability that links bonding/bridging capital to radical and incremental innovation
Family Firms and Ambidextrous Structures	Zehrer et al. (2021), Roed (2016), Vrontis et al. (2019)	Hauck and Prügl (2015) - socioemotional wealth may hinder innovation	Are family firms inherently less ambidextrous due to non-economic goals?	Families can both enable and constrain ambidexterity, leadership succession and values alignment are critical
Digital Transformation and Technological Ambidexterity	Busulwa et al. (2022), Goo et al. (2022), Shukla and Shamurailatpam (2022)	Séraphin (2022) - incremental technology tools alone is insufficient without radical change	Can digital tools alone drive ambidextrous innovation, or must they be paired with strategic shocks?	Digital ambidexterity requires both enabling technologies and strategic intent, ICT acts as a moderator rather than a driver
Over tourism and Strategic Balancing	Chaney and Séraphin (2023), Charlet and Dosquet (2020), Séraphin and Jarraud (2022)	Tiwari et al. (2022) - technology may exacerbate over tourism	Can over tourism be mitigated through ambidextrous strategies or is it a structural issue?	Ambidextrous management offers a dual lens–exploitative control and exploratory innovation–to manage over tourism