Organizational ambidexterity refers to the capability of an organization in attending to two dimensions of exploration and exploitation of opportunities simultaneously. Today, ambidexterity has positive effects on organizations’ functions, and leads to sustainable performance, survival, and long lasting success of the organization. This is possible only when the utmost capabilities can be benefitted from through reinforcing factors affecting ambidexterity on one hand, and discovering new opportunities and abilities on the other. This research aims at studying factors affecting the generation and reinforcement of ambidexterity in organizations. This article benefits from library and descriptive search in explaining the concept of ambidexterity in organizations. Results have shown that management, participation on decision making, organizational identity, knowledge management, absorptive capacity, psychological safety, age of organization, size of organization, environmental dynamism, market orientation, and competitive intensity cause elevation of ambidexterity in organizations.
