Organizational ambidexterity, which develops from large enterprises of western developed countries, has been regarded as a new source of firms’ competitive advantages. This paper clears up a systematic framework of research on the cause and results of organizational ambidexterity through a systematic review of the existing literature. This paper analyzes the mechanisms which form the organizational ambidexterity including structural separation, context designing, leadership and network; meanwhile it also analyses the reasons from two aspects for the existing research results that the impact of organizational ambidexterity on enterprises performance has three conclusions showing positive, negative and not obvious impacts.