Knowledge management ambidexterity and organisational learning: the mediating role of strategic flexibility

Purpose The purpose of this study is to understand how a well-balanced combination of knowledge management exploration and exploitation (knowledge management ambidexterity or KMA) and strategic flexibility plays a role in organisational learning. The authors argue that the relationship between KMA and organisational learning is complex and that other variables (strategic flexibility) could mediate between them. In addition, they proposed that strategic flexibility positively influences organisational learning. Design/methodology/approach To assess the authors’ model, this study used a sample of 400 Spanish small and medium-sized enterprises with chief executive officers as respondents. The analysis was conducted using the SmartPLS 3 software. Findings The results indicate that KMA significantly influences organisational learning, both directly and indirectly, through strategic flexibility as a mediating variable. In addition, the findings expand the authors’ understanding of strategic flexibility’s influence on organisational learning, confirming previous theoretical contributions. Originality/value Given the significant role of organisational learning in firms, this study explores the role of the KMA and strategic flexibility in achieving this goal, addressing three gaps in the literature. Firstly, it emphasises the relevance of balancing knowledge management exploration and exploitation to achieve organisational learning, contributing to the need for further evidence in the KMA field. Secondly, the results shed light on the relationship between strategic flexibility and organisational learning by providing empirical evidence that confirms previous theoretical contributions. Finally, the study recognises the influence of KMA on organisational learning is not only direct, but also operates through strategic flexibility as a mediating variable.