Organizational ambidexterity is an important concept when an organization balances two contradictory and conflicting agendas. Two dimensions that appear often in the organizational ambidexterity are exploration and exploitation. This study attempts to investigate this issue theoretically and practically by employing the developmental history of CSC (China Steel Corporation of Taiwan) Group as the study case. This involves discourse analysis the strategic entrepreneurship, developmental trajectory, and entrepreneurial performance of CSC Group in its different stages in concert with the theoretical foundation of organizational ambidexterity. Results indicate that firms in the entrepreneurial early, through the exploration capabilities to develop business territory; late start, constructs exploitation capabilities to create sustainable advantage. Moreover, firms in a dynamic environment, the need to synchronize think about both the exploration and exploitation of ambidexterity strategy to continued establishment competitive advantage. Finally, a firm's ambidextrous strategy of exploration and exploitation is positively associated with a firm's entrepreneurial performance. Firms should make the appropriate resources for the entrepreneurial to pursue sustainable performance.