In the face of increasing competition, an organization’s capacity to acquire knowledge from theoutside has become fundamental for new product development. Pertinent extant literature hasstressed how an organization should practice social product development, allowing for theinclusion of all types of stakeholders in idea generation, selection, validation, andcommercialization.This study investigates how organizations can acquire, maintain, and use different sources ofknowledge via ambidextrous habits of exploitation and exploration to sustain social productdevelopment. A case study based on 27 semi-structured interviews and field observations at aleading, large-size, Dutch food-service company has been carried out. The findings illustrate theorganizational processes and mechanisms that the company has adopted to address and combinepractice- and research-based knowledge, as well as the main barriers limiting the accumulationand usage of this knowledge inside organizational boundaries.