In a turbulent environment such as the one where the Spanish banking sector operates, the achievement of higher levels of performance requires the detection and interpretation of ambiguous environmental signals in order for appropriate actions to be taken (Day, 1994; Day & Schoemaker, 2006). Adopting this perspective, if we consider the universe of customers, typically they may be categorised into three different groups namely: valuable, current and potential customers. From the point of view of a company, focal vision allows managers to focus on identifying the needs and wants of valuable customers (Sard, 2000). Thus, well-developed focal vision provides managers with focus and direction for setting operational goals. In addition, knowing specifically what profitable customers want enables managers to build and deliver precise solutions to meet profitable customers’ needs (Sherden, 1994). Good focal vision also guides managers in making decisions and establishing what the organisation does best (Sard, 2000). It should be noted, however, that focal vision has inevitable restrictions. For illustration, in the case of the human eye, focal vision encompasses the central two degrees of vision. This means that although focal vision offers the sharpest view, it also represents a very narrow view of the external visual environment. In contrast, peripheral vision or side vision encompasses what is visible outside the central area of focus (Chevaleraud, 1986). In the context of ‘company vision’ focal vision is also very narrow and focuses on a small subset of valuable customers while a company’s peripheral vision expands vision extensively. It has been noted that companies utilising peripheral vision are often very successful (Day & Schoemaker, 2006). Furthermore, being unaware of peripheral signals can result in the erosion of the firm’s competitive position as new competitors enter the fray and new products invade the marketplace but are not perceived or their importance un-assessed or underassessed (Day & Schoemaker, 2006). Fairclough (2005) further asserts that when organisations ignore the events unfolding on the periphery of their business, they usually experience significant costs and risks. The term ‘knowledge corridors’ refers to structures (routines, procedures, values etc.) that provide managers with the opportunity of examining to either reject or adopt new opportunities (Martelo-Landroguez & Cegarra-Navarro, 2014). In this paper, the combinations of factors that facilitate focal and peripheral vision are considered to represent two distinct types of knowledge corridor. These development and utilisation of these corridors potentially allow managers to change the way they interpret their perceptions and, as a result, create new knowledge about potential and valuable customers (MarteloLandroguez & Cegarra-Navarro, 2014). Thus, knowledge corridors allow organisations to consider alternative interpretations of the information relating to both current and potential customers. There is, however, a possibility for conflicts between interpretations involving knowledge corridors to emerge. There are different ways to balance the tension between knowledge corridors. Burgelman (2002) stated that the balancing -generally referred to as ambidexterity, can arise from the creation of a punctuated equilibrium or through paying sequential attention to exploration and exploitation. Other authors have suggested that such a balance can be achieved through the simultaneous use of both exploration and exploitation (He & Wong, 2004; Jansen et al., 2008; O’Reilly & Tushman, 2008).