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Organizational research describes the inherent tension between innovation, as a means to adapt to environmental change, and continuing to do what one does well and what current customers appreciate. Managing this tension successfully leads to so-called ambidexterity. How to achieve it is still a matter of debate: proponents of structural approaches recommend a separation of exploration and exploitation, while proponents of so-called contextual ambidexterity suggest that contextual factors such as culture and process are equal if not more critical in leading the organization to ambidexterity. Based on the findings of empirical ambidexterity research, many more factors are suggested, though they are rarely researched in an ambidexterity context nor are the interdependencies between the factors and the known ambidexterity strategies described. To guide future research, this paper develops an expanded and …