Navigating Dual Pathways: Unveiling Exploration and Exploitation Strategies in SMEs through a Bibliometric Lens on Organizational Ambidexterity

Aims: This study aims to investigate the trends, key contributors, thematic clusters, and research gaps in organizational ambidexterity, with a specific focus on Small and Medium Enterprises (SMEs). The objective is to provide actionable insights into how SMEs can effectively balance exploration and exploitation strategies to achieve competitive advantage and strategic sustainability.

Study Design: A bibliometric analysis of peer-reviewed articles indexed in the Scopus database.

Place and Duration of Study: Data were collected from Scopus-indexed publications spanning 2014 to 2024.

Methodology: The study employed bibliometric techniques using VOSviewer for visualizing thematic clusters and collaboration networks. The search criteria were limited to English-language journal articles within the subject areas of business, management, and accounting. Data analysis included keyword co-occurrence mapping, citation analysis, and co-authorship network exploration to uncover patterns and emerging research themes. The analysis also identified gaps, particularly limited studies on dynamic capabilities and the practical application of ambidexterity in diverse organizational and market contexts.

Results: The analysis identified a significant increase in research on organizational ambidexterity, particularly after 2018, peaking in 2024. The United States, the United Kingdom, and China were the leading contributors to this domain. Thematic clusters revealed three key areas of focus: (1) the impact of ambidexterity on firm performance and managerial applications, (2) strategic processes and theoretical frameworks, and (3) methodological and practical contributions. Despite these advancements, gaps remain in understanding the role of dynamic capabilities and the application of ambidexterity in diverse organizational contexts. Addressing these gaps could enhance SMEs' strategic decision-making and innovation processes.

Conclusion: This study emphasizes the importance of integrating exploration, exploitation, and dynamic capabilities into comprehensive frameworks, offering practical examples for SMEs to implement these strategies effectively. Future research should explore specific methodologies and contexts to further advance the understanding of ambidexterity in SMEs. These contributions provide valuable guidance for academics, policymakers, and practitioners seeking to enhance SME adaptability and resilience in dynamic markets.