Background: Surviving in times of rapid technology changes requires quick adaptability of processes in companies. Facilitating ambidexterity can be an integral part of the overall organizational goal and the strategy on a firm level, enabling companies to adapt to the rapidly changing environments. The current body of ambidexterity literature has been very much focused on how we can facilitate parity between those two orientations. However, there is limited understanding on how they can utilize knowledge sharing between those orientations mentioned above.

Purpose: Analyzing how successful knowledge sharing mechanisms are institutionalized, this study aims to advance the understanding behind the linking mechanism to manage and implement ambidexterity in mature companies and new ventures.

Method: We conducted a single-case analysis with embedded multiple-units design of explorative- and exploitative-oriented teams in a listed Swedish high-tech company. We administered semi-structured interviews based on non-probability purposive sampling. The primary data was coded following the principles of thematic analysis.

Conclusion: The knowledge sharing mechanism we identified requires the routinization of (1) a strong knowledge sharing company culture, (2) knowledge brokers as linkage, and (3) moderating mechanisms defining the boundaries in alignment with company strategy where knowledge is allowed to flow freely.

Implications: Our findings indicate that routinizing knowledge sharing mechanisms offers an extension towards structural ambidexterity since it lowers resource requirements to alleviates tensions and amplifies synergies. Towards practitioners, it offers a novel and resourceful approach of implementing ambidexterity for new ventures and mature companies.