Open innovation adoption from strategy to practice: implications from organizational ambidexterity and dynamic capabilities

The aim of this paper is to explore if ambidextrous strategy can support structured open innovation practice s through dynamic capabilities. Drawing on multi - disciplinary literature with complementary theoretical roots, open innovation is linked to higher l evel organizational ambidextrous strategy and organizational processes that encompass dynamic capabilities. A theoretical framework is developed to portray th ese subtle and nested relations that may facilitate open innovation solutions in response to organ izational challenges . Finally, conclusion and contribution are briefly summarized.