This paper investigates how can ambidexterity be detected and classified in plural business models (pBMs) at the level of their underlying value-structure (value- creation and extraction), and what are the drivers. Such pBMs are run by multi-national firms to accommodate various technologies and innovations however is stressful due to inherent incompatibilities and conflicts between them. Existing scholarly discussion is limited in exploring this issue, from a value generation perspective, essential to identify where to and how to commit resources in these pBMs. The paper builds upon an explorative study of six successful product cases (and their associated business models) from DuPont’s Textiles Fibre Division (DTFD) to show how exploration and exploitation generates resultant trajectories along value- creation and extraction mechanisms, respectively, in a product. Consistent and inconsistent combinations of these trajectories along the value-structure results in four differential drivers of pBMs, viz. (i) technological breakthrough, (ii) market-back technology, (iii) continuous technology, and (iv) continuous market-back, thus characterizing their inherent ambidexterity. These ambidexterity tendencies are along value- creation and extraction mechanisms.