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Strategic Ambidexterity and Sustainable Competitive Advantage in Family-Owned Firms: The Moderating Role of Transformational Leadership
This study examined the relationship between strategic ambidexterity and sustainable competitive advantage among firms in Rivers State, Nigeria. Specifically, the study assessed how strategic exploration, strategic exploitation and strategic alignment contribute to firms’ capacity to achieve and sustain competitive advantage. The study was anchored on the Dynamic Capabilities Theory and Resource-Based View Theory, while a cross-sectional survey design was adopted. Data obtained from 294 usable responses were analyzed using descriptive statistics and regression analysis. The findings revealed that strategic exploration has a positive and significant relationship with sustainable competitive advantage, while strategic exploitation also has a positive and significant relationship and constitutes the strongest individual contributor among the dimensions examined. However, strategic alignment did not demonstrate a significant independent relationship with sustainable competitive advantage. Furthermore, the combined measure of strategic ambidexterity showed a positive and significant relationship with sustainable competitive advantage, indicating that firms benefit from simultaneously pursuing new opportunities and efficiently utilizing existing capabilities. The study concludes that strategic ambidexterity provides an important strategic pathway through which firms can strengthen their competitive position in dynamic business environments. It recommends that managers develop organizational systems that encourage continuous exploration and innovation while simultaneously improving the efficiency and utilization of existing resources and capabilities.


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