<p>There is a need to understand better how to achieve organizational ambidexterity as it is acknowledged as a critical organizational capability for competing in modern, over-competitive, and rapidly changing markets. This study seeks to contribute to the paucity of knowledge of the innovative culture–ambidexterity relationship, assuming that two key marketing capabilities nurture ambidextrous behavior with greater market knowledge, namely, networking capability and market learning capability. In doing so, this research examines the relative strength of the routes of effects from innovative culture to ambidexterity through such capabilities. We also analyze the impact of ambidexterity on an objective performance measure, cash flow. To test the proposed conceptual model, we employ partial least squares structural equation modeling (PLS-SEM) data analysis methods using a sample of 190 firms. The empirical results reveal that innovative culture can shape and integrate exploitation and exploration activities and promote their simultaneous pursuit, improving our understanding of ambidexterity. Innovative culture is also confirmed as crucial for boosting two key marketing capabilities, networking capability and market learning capability. At the same time, we reveal the dynamics of the innovative culture, marketing capabilities (networking capability and market learning capability), and ambidexterity chains of effects, showing the relative strength of the route mediated by marketing learning capability versus the route mediated by networking capability. Additionally, the results confirm that higher levels of ambidexterity in firms allow them to exploit the present through their market offerings while exploring future challenges, enabling them to attain more elevated cash flow levels.</p>