A new business venture faces intense competition in a dynamic environment. To survive, new business ventures and established companies both need to generate creativity and significant new ventures to be highly competitive and have high levels of performance. In this study, we examined new business ventures that determined their competitiveness and performance generated from entrepreneurial creativity and mediated by ambidextrous innovation. This research used survey data collected from 143 Indonesian’s new business shipping agencies, which was collected using an online survey and analyzed through structural equation modeling. The results showed that entrepreneurial creativity in new business ventures is positively associated with competitive advantage but not significant to create a competitive advantage. In contrast, entrepreneurial creativity is positively associated with firm performance. This result indicates that efforts to generate entrepreneurial creativity are not sufficient to create a competitive advantage despite having a significant influence on firm performance. However, entrepreneurial creativity is significantly and positively associated with firm performance and competitive advantage when mediated by ambidextrous innovation. The findings of this study suggest that the competitive advantage of a new business venture in facing intense competition in a dynamic environment condition can be overcome by generating strategic action in the form of entrepreneurial creativity and ambidextrous innovation.

Abstract
1. Introduction
2. Literature Review
    2.1. Entrepreneurial Creativity and CompetitiveAdvantage
    2.2. Entrepreneurial Creativity and FirmPerformance
    2.3. Entrepreneurial Creativity and AmbidextrousInnovation
    2.4. Ambidextrous Innovation and FirmPerformance
    2.5. Ambidextrous Innovation and CompetitiveAdvantage
    2.6. Firm Performance and Competitive Advantage
    2.7. Ambidextrous Innovation Mediation
3. Research Methods
    3.1. Sample and Data Collection
    3.2. Measurement
    3.3. Analysis Method
4. Results
    4.1. Respondent Profile
    4.2. Validity and Reliability
    4.3. The Goodness of Fit
    4.4. Hypothesis Test
5. Discussion
6. Conclusion
References

• Eduard Alfian Syamsya SIJABAT(Business Administration Doctoral Program, Faculty of Administrative Sciences, Brawijaya University, Malang, Indonesia) Corresponding Author
• Umar NIMRAN(Faculty of Administrative Sciences, Brawijaya University, Malang, Indonesia.)
• Hamidah Nayati UTAMI(Faculty of Administrative Sciences, Brawijaya University, Malang, Indonesia.)
• Arik PRASETYA(Faculty of Administrative Sciences, Brawijaya University Malang, Indonesia.)