| Defining concepts | Duncan (1976) | Discussing and defining differences regarding learning required for exploitive and explorative work, defining necessary components and factors |
| March (1991) |
| Organizational design: Contextual ambidexterity | Birkinshaw and Gibson (2004) | Coining contextual ambidexterity, discussing required components in culture and individual traits, explorative and exploitive activities taking place in the same structure/entity – mainly by the same people |
| Pregmark (2019) |
| Organizational design: Structural ambidexterity | Tushman and O'Reilly (1996) | Framing structural ambidexterity as explorative and exploitive activities taking place in different structures and the required integration mechanism in the top management team |
| Organizational design: Sequential ambidexterity | Duncan (1976) | Proposing that ambidexterity can be achieved through separating explorative and exploitive in time |
| Dynamic capability and ambidexterity | O’Reilly and Tushman (2008) | Discussing ambidexterity from a strategic perspective (dynamic capabilities) with organizational design lens (ambidexterity) |