Conceptualizing the Dynamics of Imitation, Innovation, and Ambidexterity Within and Across Organizations: The intrinsic dynamics between the imitation-innovation paradox and ambidexterity has always perplexed management scholars. Extant literature begins to offer explanations on how the imitation- innovation interaction can be facilitated by ambidexterity in an inter-organizational context. However, the same interaction viewed in an intra-organizational context has received less scholarly attention to date. We have a limited understanding on how teams, units, and subsidiaries engage in imitation and innovation efforts within an organization and how ambidexterity plays a role in these dynamic interactions – all these while the organization itself engages in the imitation-innovation efforts amongst external organizations (such as rivals or competitors), that is also facilitated by organizational ambidexterity. We conducted a literature survey to layout the current state of knowledge on the intersection of imitation-innovation paradox with ambidexterity. We then articulated central arguments in which the explorative and exploitative dimensions of ambidexterity are crucial facilitating mechanisms in the imitative and innovative efforts present within an organization. A conceptual model is proffered highlighting two levels of co- evolutions where the imitation-innovation paradox intersecting with ambidexterity occurs simultaneously at the inter-organizational and intra-organizational levels.