Online-offline channel integration and innovation ambidexterity: Roles of top management team and environmental dynamism

•Online-offline channel integration (OOCI) has a U-shaped effect on innovation ambidexterity.•The U-shaped relationship between OOCI and innovation ambidexterity is weakened and flipped by CEO-TMT exchange quality, while strengthened and flipped by environmental dynamism.•Dynamic capabilities theory is contextualized and examined in the omnichannel context. Although online–offline channel integration (OOCI) critically enables innovation ambidexterity (i.e., simultaneous exploitative and exploratory innovation), few studies have examined this phenomenon and its boundary conditions. Based on dynamic capabilities theory (DCT) and using archival data and matched survey data from 1,364 top managers of 341 Chinese firms, we observed a U-shaped effect of OOCI on innovation ambidexterity, weakened and flipped by CEO–TMT exchange quality but strengthened and flipped by environmental dynamism. This study expands on the omnichannel management literature by explaining how OOCI drives innovation ambidexterity in an organizational context.