Abstract
PurposeThis study aims to examine how knowledge sharing contributes to organizations' ambidexterity, their overall performance and the role of knowledge quality in this relationship. Knowledge sharing is conceptualized based on tacit and explicit dimensions, and ambidexterity is viewed as comprising exploitative and explorative capabilities.Design/methodology/approachThis study uses a cross-sectional survey-based research design and structural equation modeling to test the proposed model of knowledge sharing and knowledge quality in organizational ambidexterity and the related hypotheses.FindingsThe results indicate that tacit knowledge sharing has a significant, direct impact on the exploitative and explorative capabilities of the organization and indirectly impacts both dimensions of ambidexterity (i.e. exploitative and explorative) through knowledge quality. In contrast, explicit knowledge sharing does not have a significant impact on knowledge quality and affects only the exploitative extent of ambidexterity. Both exploitative and explorative capabilities significantly impact organizational performance.Originality/valueTo the best of the authors' knowledge, this study is the first study to empirically examine the role of knowledge quality in the context of knowledge sharing for ambidexterity, especially within the context of organizations in the United Arab Emirates.