<p>This research is purposed to investigate the intricate effects of learning organization on ambidextrous innovation. The research undertakes a complex mediating mechanism of work engagement to examine how the effects of Senge’s learning organization disciplines are leveraged to foster twofold ambidextrous innovation — exploratory and exploitative innovation. Drawing a sample of 307 managerial-level employees spanning diverse industries, we collected quantitative data using a cross-sectional online survey. The statistical analysis was performed through the Partial Least Square Structural Equation Model (PLS-SEM) using the WarpPLS7.0 statistical package. The study found that learning organization’s all disciplines have profound effects on exploratory and exploitative innovation through the mediation mechanism of work engagement. The research makes an invaluable contribution to the existing body of knowledge by quantitatively examining the role LO’s five disciplines play in enhancing the twofold ambidextrous innovation through a nuanced mediating mechanism of work engagement. The findings of this research reveal that organizations endeavoring to ambidextrous innovation need to create a learning culture wherein employees can feel like an indispensable part of the system, master their skills, share the broader organizational vision, develop interconnectedness of their mental models with those of others, and learn and access knowledge during teamwork. Such a people-centric learning culture improves work engagement which is subsequently translated into ambidextrous innovation. Although learning organization is a well-researched phenomenon, its five disciplines concerning twofold ambidextrous innovation have largely been ignored. Studying this unique relationship is the key focus of this research. Further, the mediation of work engagement in this relationship also provides a fresh perspective on how the learning organization can enhance exploratory and exploitative innovation.</p>