Recently, creative innovation has become a major topic in management innovation and due to this, various researches on its need and methodologies are being performed. According to previous studies on ambidexterity, explorative innovation is closer to divergent and right-sided brain, while exploitative innovation is closer to convergent and left-sided brain. Five attributes of the questionnaires were developed based on right-sided and left-sided brain theory. Also, 25 problem solving tools were selected according to previous studies. QC 7 Tools and new QC 7 Tools were frequently used in Six Sigma projects. Other 11 problem solving tools were selected with consideration on its usage frequency. Survey questionnaires were distributed to 25 Six Sigma consultants and 22 were retrieved for this study's use. As a result, 14 tools were identified to hold exploitative attribute while 11 tools were identified to hold explorative attributes.

Recently, creative innovation has become a major topic in management innovation and due to this, various researches on its need and methodologies are being performed. According to previous studies on ambidexterity, explorative innovation is closer to divergent and right-sided brain, while exploitative innovation is closer to convergent and left-sided brain. Topic was to identify preceding element which affects Ambidextrous Innovation. For this topic, 129 Six Sigma projects from 19 different companies were collected. Ambidextrous index from preceding studies was used. This index represents the degree of ambidextrous activation and can be calculated by multiplying cumulative usage of exploitative tools with that of explorative tools. In the project characteristics, simple linear regression result showed leadership degree, team’s vitalization degree and leader capability degree have effect in positive direction.

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.