Towards a cognitive dimension

: Organizational ambidexterity is central for strategic renewal, as organizations struggle with simultaneous dualities, such as exploration and exploitation, as well as maintaining routines while being flexible. In this book chapter, we examine the cognitive microfoundations of management decision in such conditions. To this end, we integrate literature on organizational ambidexterity, dualities such as paradoxes, as well as management cognition. We discuss the role of cognition in achieving spatial, temporal, and contextual ambidexterity and introduce ‘cognitive ambidexterity’ as a manager’s ability to deal with contradictory dualities in their decision-making.