Organizational ambidexterity refers to an organization's ability to balance exploitation of existing capabilities with exploration of new opportunities for sustained performance. This concept has gained significant attention in organizational theory, with research highlighting the need to address several key tensions: differentiation versus integration, individual versus organizational levels, static versus dynamic perspectives, and internal versus external processes. The article reviews seven articles in a special issue that explore these tensions and contribute to the understanding of organizational ambidexterity. The first tension concerns whether ambidexterity is achieved through differentiation (separating exploitation and exploration into distinct units) or integration (combining these activities within the same unit). The second tension relates to whether ambidexterity occurs at the individual or organizational level. The third tension involves whether ambidexterity is viewed as static or dynamic. The fourth tension concerns whether ambidexterity arises internally or requires external processes. The articles in this special issue provide various perspectives on these tensions. For example, one article discusses how firms can manage paradoxes of innovation by using a mix of integration and differentiation tactics. Another article examines the role of middle managers in implementing organizational linkages, while a third explores the impact of absorptive capacity on technology sourcing strategies. The articles also highlight the importance of social networks in facilitating knowledge transfer and integration. Overall, the research indicates that ambidexterity requires active management of tensions between differentiation and integration, as well as the ability to integrate internal and external knowledge bases. Future research should explore the dynamic processes underlying organizational ambidexterity, the interactions between different levels of analysis, and the conditions under which ambidexterity leads to success. The findings suggest that ambidexterity is a complex and multifaceted concept that requires careful management to achieve sustained performance.Organizational ambidexterity refers to an organization's ability to balance exploitation of existing capabilities with exploration of new opportunities for sustained performance. This concept has gained significant attention in organizational theory, with research highlighting the need to address several key tensions: differentiation versus integration, individual versus organizational levels, static versus dynamic perspectives, and internal versus external processes. The article reviews seven articles in a special issue that explore these tensions and contribute to the understanding of organizational ambidexterity. The first tension concerns whether ambidexterity is achieved through differentiation (separating exploitation and exploration into distinct units) or integration (combining these activities within the same unit). The second tension relates to whether ambidexterity occurs at the individual or organizational level. The third tension involves whether ambidexterity is viewed as static or dynamic. The fourth tension concerns whether ambidexterity arises internally or requires external processes. The articles in this special issue provide various perspectives on these tensions. For example, one article discusses how firms can manage paradoxes of innovation by using a mix of integration and differentiation tactics. Another article examines the role of middle managers in implementing organizational linkages, while a third explores the impact of absorptive capacity on technology sourcing strategies. The articles also highlight the importance of social networks in facilitating knowledge transfer and integration. Overall, the research indicates that ambidexterity requires active management of tensions between differentiation and integration, as well as the ability to integrate internal and external knowledge bases. Future research should explore the dynamic processes underlying organizational ambidexterity, the interactions between different levels of analysis, and the conditions under which ambidexterity leads to success. The findings suggest that ambidexterity is a complex and multifaceted concept that requires careful management to achieve sustained performance.