ABSTRACT
A number of conceptual and empirical studies on marketing ambidexterity showed that ambidexterity in the context of marketing can drive superior corporate or marketing performance. There are two perspectives of ambidexterity, namely, tradeoff (structural ambidexterity) and paradoxical thinking (contextual ambidexterity). Several contemporary management theories indicate the phenomenon of organizational ambidexterity in separate categories and contrasts, thus encouraging companies to focus on either exploration or exploitation. On the other hand, other researchers have suggested that in order to have superior performance and survive in the long term, companies must simultaneously use two types of adaptation process expertise at a high level. This study builds a conceptual framework that identifies antecedent factors that can drive marketing adaptability, exploration, and exploitation, and their impacts on corporate performance. Moreover, a moderating variable and perceived task environment are also identified in the model. Several relevant research propositions for the development of marketing theory and practice are presented.
