This paper investigates how companies can manage tensions between exploitative and exploratory innovation by developing an ambidextrous purchasing function. We identify four types of ambidexterity (structural, sequential, contextual and managerial) and discuss how these can be combined to complement each other. We present an in-depth case study of a large firm (S Corp), which has implemented an ambidextrous purchasing function to contribute simultaneously to exploitative and exploratory innovation. We observe how the four types of ambidexterity were manifested and applied to balance purchasing's contribution to both exploratory and exploitative innovations. The case study shows how the different types of ambidexterity can be combined to mitigate tensions. Based on our case study findings, we identify a two-stage process of developing purchasing ambidexterity, combining the four types of ambidexterity over time. Our findings enrich the understanding of how companies can develop an ambidextrous purchasing function to facilitate purchasing's contribution to exploitative innovation and exploratory innovation.

本文研究了企业如何通过开发灵活的购买功能来管理开发性和探索性创新之间的紧张关系。我们确定了两种类型的歧义性（结构性，顺序性，上下文性和管理性），并讨论了如何将它们组合在一起以相互补充。我们介绍了一家大型公司（S Corp）的深入案例研究，该公司已实施了灵活的购买功能，以同时为开发性和探索性创新做出贡献。我们观察到四种类型的歧义是如何表现出来的，并用于平衡购买对探索性和开发性创新的贡献。案例研究显示了如何将不同类型的歧义度结合起来以缓解紧张局势。根据我们的案例研究结果，我们确定了发展购物歧义性的两个阶段，将四种类型的歧义性随时间组合在一起。我们的发现丰富了对公司如何开发灵活的购买功能以促进购买对开发性创新和探索性创新的贡献的理解。