Literature on innovation management highlights the role of technological, human resource, and management practices in developing a firm’s innovative capacity. Further, organisations that are able to simultaneously develop learning processes of exploration and exploitation or in other words display ambidexterity, are more likely to develop long-term sustained competitive advantage through incremental and radical innovations. Yet, this line of enquiry is scarce in relation to developing countries such as India, especially for its health care sector. To this end, the purpose of this study is to uncover the key mechanisms and HRM practices that support innovation in the health care firms in India. Adopting an inductive case study approach, case analysis of two purposively selected health care firms in India was undertaken using Leximancer- 4, a specialist content analysis software for automated extraction of seed concepts. Our analysis focuses on two key aspects: (i) frequency counts and co-occurrence of text leading to identification of key concepts and themes; and (ii) depiction, through maps, of how these concepts are related to different seed concepts (Smith & Humphreys, 2006). This approach helps to reduce the researchers’ bias that is typically associated with manual coding and increases face validity, stability, reproducibility and functional and correlational validity. A guided analysis of the seed concepts and themes, its relationship with other sub-constructs and themes was undertaken using visual maps, textual exploration and frequency hierarchies relevant for this paper. This study represents a pioneering exploration of innovation in the context of India’s health care sector through intersecting literatures of ambidexterity, innovation and human resource and management practices. This study identifies the key mechanisms that support innovation and ambidexterity in health care firms. Managers can focus on allocating their resources in investing in these resources.