The interaction between static and dynamic facets in organizational ambidexterity produces “change” energy for the organization. The purpose of the research therefore is to examine the predicting role of organizational ambidexterity for entrepreneurial orientation and idiosyncratic deals. The moderating role of corporate social responsibility in the effect of organizational ambidexterity on entrepreneurial orientation was also investigated. The cross-sectional data for SEM-based analysis were garnered from 427 supervisor-subordinate dyads from software companies in Vietnam business setting. The research findings (...) confirmed the positive relationship between organizational ambidexterity and entrepreneurial orientation, which was moderated by CSR. Entrepreneurial orientation was also found as a strong predictor of i-deals. (shrink)

The importance of organizational ambidexterity was stressed in different fields of management. This study was using a distinct method to measure the differences in the degree of ambidexterity to bridge the gap with the previous studies and to provide more insights in the successful management of exploitation and exploration. This study surveyed Taiwanese small and medium-sized enterprises to test the hypotheses. We issued 1000 questionnaires in total and received 234 valid ones. Results indicate exploitative and explorative capabilities exerting (...) non-linear effect on performance. Likewise, ambidexterity and its interaction with market orientation have positive influence on firm performance. This study used structural equation modeling to analyze data, as this approach is known to be particularly advantageous for the exploratory nature of this study. We also used hierarchical regression analysis to test interaction and moderating effects. The study contributes to the literature in two ways. First, we offer a clearer understanding of the complete concept of social capital, including inter-firm and intra-firm social capital, and how contributes to improving and extending existing exploitative capabilities. Second, this study outlines how market orientation can have different effects on an ambidextrous strategy that is adopted to improve Taiwanese SMEs performance. (shrink)

Entering the challenging and promising knowledge era, it is clear that enterprises should leverage knowledge management activities in improving innovation performance to maintain competitive advantages. This study sheds light on the improvement path of innovation ambidexterity from the perspectives of knowledge redundancy and typical leadership style. It is noted that we determined the research theme through quantitative analysis and conducted qualitative analysis through 209 questionnaire data collected from respondents in different regions and industries in China. The empirical results indicated (...) that knowledge redundancy significantly improves exploratory and exploitative innovation, and transactional leadership negatively moderates the above relationships. This study is of managerial implications to encourage employees to fully master and apply the existing knowledge to strengthen their innovation abilities in value creation. We also contribute to the theories pertaining to knowledge management, innovation, and ambidexterity by providing a deeper understanding of the influencing mechanism of knowledge redundancy in innovation ambidexterity while elaborating on the indirect effects of transactional leadership. (shrink)

Multinational enterprises (MNEs) must often address moral conflicts given their responsibilities to meet conflicting demands from diverse stakeholders in transnational operations. Thus, this study constructs a comprehensive theoretical framework to understand the co-evolution between MNEs’ ambidexterity strategies and moral conflicts by incorporating studies on institutional theory and strategic management. Through a longitudinal case study, we find that the balance of three dimensions of ambidexterity strategies influences the content and intensity of MNEs’ moral conflicts by shaping the dual structure (...) of stakeholders from home and host countries. Further, moral conflicts reshape the balance of ambidexterity strategies by the pressure of legitimacy and performance. Hence, to achieve better performance in transnational operations, MNEs must not only pay attention to the contingent ambidexterity strategies in dynamic environments, but also leverage the fitness among different dimensions of ambidexterity strategies. The findings provide implications for MNEs’ transnational operations in the increasingly complex global business. (shrink)

This paper demonstrated the influences of initiation, development, turn-down, and reinitiation of the dynamic capability of an entrepreneurial firm in the solar energy industry. The focus is on the impact of entrepreneurial hubris, which may affect the decision of ambidexterity that can vitalize dynamic capability. The findings indicate that, when the major decision maker has the trait of hubris, the decision-making process may be overly arbitrary, and a decision of being exploratory or exploitative alone is likely to be made. (...) On the contrary, when the founder entrepreneur is aware of the hubris and shares decisive power, the decision of being ambidextrous as a dynamic capability is more freely achieved. This paper contributes by discovery of the cognitive-based microfoundation of entrepreneurial ventures and linkage of such microfoundation to organizational ambidexterity. (shrink)

Stakeholder theory scholars have recently addressed two crucial calls: the first is for the integration of strategy and ethics, of stakeholder theory and strategic management, and the second call is for the development of a dynamic approach to stakeholder management. I have attempted to answer these calls by developing a theoretical framework that links together stakeholder management, stakeholder commitment to cooperate with the firm, key decision makers’ ethical commitment, and firm strategy. Starting from the basic assumption that managers cannot meet (...) all stakeholders’ demands immediately and in a tailored manner, I contend, first, that an ambidextrous approach to stakeholder management is conducive to stakeholders’ commitment to cooperate for the sustainable well-being of the firm and, second, that firm strategy and key decision makers’ ethical commitment moderate the relationship between an ambidextrous stakeholder management and stakeholder commitment to cooperate. Furthermore, drawing on this theoretical framework, I attempt to address the call for the integration of strategy and ethics by proposing a three-level conceptual model that distinguishes the objectives, the field, and the levers of integration. Finally, I outline a set of propositions that, taken together, represent a first attempt to develop a dynamic approach to stakeholder management. (shrink)

Ambidextrous firms are those that can simultaneously manage exploitative and explorative innovation, which is why ambidexterity is key for firms that desire to pursue strategic entrepreneurship. Researchers have explored many of the reasons why some firms are more ambidextrous than others. However, little attention has been devoted to understanding how attributes of top decision makers can influence their firms' ambidexterity. By drawing on upper echelons theory and goal orientations research, we explain how firms' ambidexterity can be affected (...) by top decision makers' motivations in achievement situations. Testing our hypotheses on a sample of 274 top decision makers of firms in the United States, we find that top decision makers' learning goal orientation – their desire to take risks and maximize learning–has an inverted U-shaped relationship with ambidexterity while top decision makers' performance prove goal orientation – their desire to demonstrate competence with existing skills – has a U-shaped relationship with ambidexterity. These effects are weaker for top decision makers who have greater role experience. (shrink)

More and more well-documented failure of established companies which could not respond to rapid market changes, such as Kodak and Nokia, demonstrate the importance of transferring marketing information into real firm performance. While marketing strategy and management literature has long advocated the direct impact of strong firm market orientation (MO) on new product development (NPD) performance, limited research has discussed the mediating mechanism of this MO-NPD performance relationship. Using the traditional source–position–performance (SPP) framework, this study focuses on the innovation (...) class='Hi'>ambidexterity perspective to investigate the mediating mechanism between MO and NPD performance. Then, this study proposed a conceptual framework and propositions to examine the MO - NPD performance relationship further. Theoretical and practical implications of the findings are also discussed. (shrink)

Research on multinational inter-organizational relationships has demonstrated that the capabilities of small and medium sized enterprises can be developed via partnerships, but at present, we lack studies that relate the development of such capabilities to the management of business governance structure. This study provides a new perspective on internationalized SME marketing strategies in the global context. Using a dynamic capability view of firms, the study develops hierarchical regression models linking global dynamic capabilities and governance structure. This study empirically verifies the (...) research framework from 206 internationalized SME Taiwanese firms. The results confirm previous studies that indicate positive correlations between market orientation, learning orientation, and global dynamic capabilities. The results also indicate that the development of global dynamic capabilities impacts the choice of governance structure in firms. Our study suggests that internationalized SMEs strategically manage their autonomy and strategic options by choosing combinations of different relationship types while they decide to develop global marketing capabilities and global design capability, or both. The study also found that market orientation and learning orientation act as enabling mechanisms for building global dynamic capabilities. (shrink)

In a context of growing environmental challenges, circular economy (CE) business models appear necessary for business to contribute positively to the ecological transition. While platform business models have been identified as a new and promising model in CE, we still lack a fine-grained understanding of the critical capabilities involved in developing and scaling them. To fill this gap, we build on a single case study of Phenix, a French-based fast-growing start-up in the food industry, tackling the issue of food waste. (...) We identify three core managerial capabilities involved in the successful scaling of Phenix's business model. In addition to ecosystem orchestration capabilities, we identify two types of ambidextrous capabilities – forms of ambidexterity operating both at the organizational and at the institutional level. Our analysis highlights the importance of considering these capabilities in a bundle as they collectively contribute to the performance and scaling potential of the business model. We also call for an increased consideration of the role of institutional factors in shaping opportunities to design and scale profitable business models. (shrink)

While firms' engagement with Corporate Social Responsibility has been associated with positive performance impacts, little is known about the incorporation of the United Nations 2030 Agenda into business practices. Precisely, although the literature suggests that firms are pursuing the Sustainable Development Goals (SDGs), there are limited insights on their strategy to implement them in the context of developing countries. To address this gap, we conducted a comprehensive large-scale investigation of 2030 Agenda adoption by Brazilian companies. Accordingly, the analysis of our (...) multicase study reveals (1) variations on the business opportunities brought by the SDGs depending on the firm position in the value chain, (2) which SDGs and target stakeholders are addressed through corporate policies and practices, (3) the different ways firms embrace the SDGs to pursue ambidexterity. Our findings clarify how firms in the developing countries interpret the institutional pressures and assemble their internal resources to respond to the SDGs challenges. Boundary conditions and policy implications are further discussed. (shrink)

Creativity has become prevalent in the routine work of knowledge employees in contemporary enterprises. From the perspective of ambidexterity, drawing upon expectancy theory and self-determination theory, the present study highlights the driver behind proactive and responsive creativity. Using two-stage longitudinal data collected from 373 knowledge employee-supervisor dyads in information and manufacturing companies in China, the results show that: performance-contingent rewards have an inverted U-shaped influence on proactive creativity and a U-shaped influence on responsive creativity; performance-contingent rewards have an inverted (...) U-shaped influence on autonomous and controlled motivation; autonomous motivation has a positive influence on proactive creativity, but controlled motivation has a negative influence on responsive creativity; autonomous and controlled motivation play a partly mediating mechanism in the non-linear effects of performance-contingent rewards on proactive and responsive creativity, respectively. Managers should enhance the ambidextrous ability to deal with proactive and responsive creativity and establish an applied and dynamic policy of performance-contingent rewards intensity to drive ambidextrous creativity. (shrink)

Drawing on relevant literature, this study investigates the process of realizing innovation ambidexterity by proposing a theoretical model and adopting a specifically integrated mechanism with the aim to resolve strategic dilemmas in ambidextrous organizations. We analyzed a sample of 136 cross-sectional surveys collected from business managers of 132 medium- and high-tech firms in China by employing a structural equation model combined with moderation analysis to test our hypotheses. Our findings indicate that the second-order theoretical model fits the data well (...) and AO, represented by a higher-order construct, positively affects IA. Instead of structural ambidexterity, balanced contextual ambidexterity and radical performance management can be effectively applied as the factors of the second-order construct; the design comprising balanced contextual ambidexterity and performance management is thus helpful in resolving strategic dilemmas. Our findings demonstrate that Chinese firms, as technology latecomers, are more inclined to conduct near-radical innovation. The risk of exploration crowding out exploitation efforts exists in Chinese high-tech firms. Furthermore, we provides greater insights into the moderating impact of intra-organizational practice on IA based on the fact that performance measurement balance did not directly influence the achievement of IA and clarifies the positive role that PMB plays in improving IA. (shrink)

This study will answer the factors that influence the innovation performance of small e-businesses in Indonesia during the COVID-19 pandemic. The results of this study are expected to contribute to the development of innovation theory by enriching knowledge in the field of management science in general, especially entrepreneurship theory, especially those related to innovation performance, IT ambidexterity, dynamic capability, environmental uncertainty, and Resource-Induced Coping Heuristic. This study proposes novelty by examining the effect of acquiring, developing, and protecting resources as (...) dimensions of RICH on innovation performance in turbulent conditions due to the COVID-19 pandemic. This theoretical aspect forms the basis for further research that will develop into a broader scope related to innovation performance in entrepreneurship in Indonesia. This fundamental research uses a questionnaire as a data collection tool tested for validity and reliability before being tested empirically using structural equation modeling partial least squares. Research shows that among the dimensions of RICH, protecting resources is the most influential on innovation performance, followed by acquiring resources and developing resources. Dynamic capability positively affects innovation performance. Environmental uncertainty positively affects dynamic capability. Environmental uncertainty positively affects innovation performance. IT capability positively affects dynamic capability. IT capability positively affects innovation performance. The development of small e-businesses needs to get significant attention. Small e-businesses need to develop mutually beneficial business partnerships and improve the quality of their human resources. (shrink)