The impact of exploration-exploitation is unpredictable and there is no general rule on how to balance these two learnings in dynamic environments (Laureiro-Martínez, Brusoni and Zollo, 2009) . It is difficult to integrate both exploration and exploitation simultaneously to improve short-term efficiency and long-term innovation because different companies have different thinking and routines for exploration than those needed for exploitation (Gupta et al., 2006). Understanding how both knowledge exploration and exploitation can be implemented is critical. Pursuing both learnings depends on how these tasks are viewed as competing or complementary sources of value creation (Gupta, Smith, & Shalley, 2006) that lead to firm performance. Therefore, the outcome of pursuing both exploratory and exploitative learning for business performance is different. Whether it is its individual effect (Isobe, Makino & Montgomery, 2004; Yu & Yang, 2011), the interaction of both learning (Z.-L. He & Wong, 2004; Zhan & Chen, 2010), the imbalance (Z.-L. He & Wong, 2004; Zhan & Chen, 2010) or balance effect (Z.-L. He & Wong, 2004; Lavie & Rosenkopf, 2006; J. Lee & Bae, 2012). searches, the focus of a domain can be one or more domains. A domain refers to the field of action, thought or region that has particular characteristics (http://dictionary.reference.com). According to (Y. Li, Vanhaverbeke and Schoenmakers, 2008) the domain can be classified in terms of supply, demand and geographical domain. The authors propose that the function of the domain should be clearly identified to provide meaningful results. Beyond that, the interplay between exploration and exploitation can be conceptualized in multiple domains… at the heart of the paper… to balance exploration and exploitation: specialization and ambidexterity. However, this can be done in a larger system where both learnings are implemented in two companies instead of a single company. One firm can specialize in exploration and the other in exploitation by controlling mutually complementary resources to avoid wasting resources, to seek continuous exploration and exploitation needs, and to obtain adequate compensation for their efforts through low co-specialization . However, both exploration and exploitation can be merged through routine activities to become more creative; keep your individual culture and structure together, change employees' work from routine tasks to non-routine tasks. Therefore, the role of ambiguity and that of conflict will weaken the role of specialization and this will create a disadvantage for the firm (Hjelmgren & Dubois 2013).