Ambidexterity in strategic alliances: An integrative review of the literature

Abstract Strategic alliances play a vital role in exploration and exploitation activities, otherwise known as the ambidextrous approach for value creation. This has led to an upsurge studies on ambidexterity strategic by giving rise various conceptualizations theoretical challenges. However, we lack systematic evaluation synthesis of empirical insights from this growing body research. In paper, use integrative literature review (SLR) critically analyse 77 articles published 38 leading journals across 13 disciplines. Findings bibliometric qualitative content analyses reveal three major research directions: (1) micro‐foundation organizational antecedents alliances, (2) governance mechanisms ambidexterity, (3) relational performance outcomes ambidexterity. We integrate these findings into unified framework which provides foundation future with implications academics, policymakers practitioners.