Theoretical integration of the "TOE" framework and organisational ambidexterity: A conceptual model and future prospects of multidimensional firm resilience

Abstract

In an era characterised by environmental turbulence, technological disruption, and stringent institutional pressures, firm resilience has emerged as a fundamental capability for organisations to not only survive crises but also achieve sustainable strategic renewal. Despite its growing prominence, existing literature exhibits significant theoretical fragmentation. While the Technology-Organisation-Environment (TOE) framework is widely employed to identify the antecedents of innovation, it inherently focuses on static contextual determinants, thereby failing to capture the internal behavioural mechanisms required for dynamic adaptation. Concurrently, traditional resilience studies frequently confuse defensive recovery with proactive innovation, creating a critical theoretical gap between external contextual pressures and internal strategic responses. To bridge this divide, this paper proposes the integration of the TOE framework and organisational ambidexterity theory. By systematically embedding the dual behavioural logic of 'exploration' and 'exploitation' into the technological, organisational, and environmental dimensions, this study constructs a six-dimensional conceptual model of TOE-ambidextrous firm resilience. This multi-dimensional framework clarifies how firms can simultaneously manage the paradoxical demands of short-term operational stability and long-term transformation under complex constraints. Ultimately, this theoretical extension moves beyond the aggregated view of resilience, offering a granular analytical lens for understanding capability reconfiguration. The paper concludes by outlining avenues for future empirical research, particularly highlighting the framework’s applicability in evaluating transition performance within industries constrained by physical asset lock-ins and high carbon emissions.