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Although innovation ambidexterity is a critical factor for a firm’s long-term success, particularly in high-tech firms operating in a dynamic environment, limited research offers views regarding the mechanism how innovation ambidexterity affects firm performance. Drawing upon market orientation theory, this study conceptualizes business model ambid...
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Citations
... Ambidexterity topics in the reviewed analysis suggests studies of OA capability and capacity for dominate the literature(Cantarello et al. 2012b, a;Papachroni et al. 2016;Zhou et al. 2016;Zeng et al. 2017;Gieske et al. 2019;Paswan et al. 2020;Joseph and Wood 2020;Ouyang et al. 2020;Buisson et al. 2021;Maclean et al. 2021;Nobakht et al. 2021;Dixit et al. 2022;Jing et al. 2023), there are also earlier examinations of architectural, structural, and contextual ambidexterity(Andriopoulos and Lewis 2009;Berghman 2012). Specific forms of investigated ambidextrous capability include individual and team(Liu and Leitner 2012;Rosing and Zacher 2017;Revilla and Rodríguez-Prado 2018;Majhi et al. 2020), managerial, business model(Hu and Chen 2016;Liao et al. 2018), and control(Zhao et al. 2021b). ...
Organisational ambidexterity (OA) is a capability that boosts innovation outcomes, behaviour, and culture for corporations. Due to changing organisational landscapes and fragmented nature of OA management studies of innovation, appraisals of OA literature are needed to offer frontiers for future OA research and practice. This article reviews current literature on OA for innovation. Using a systematic review of 460 peer-reviewed journal articles from 2005 to 2024, the article captures current research trends (investigated domains, countries, and adopted theories and methodologies), research topics, and management themes. Review findings on management themes aid in proposing an integrated model of 'CODEC' priorities on: (i) Cultivating ambidextrous cultures conscious of environmental factors (ii) Orchestrating ambidextrous capabilities for knowledge and competitiveness, (iii) Delivering ambidextrous performance premised on product and markets, (iv), Ensuring ambidextrous governance that considers contingencies, and (v) Creating ambidextrous networks oriented towards entrepreneurial endeavours. The article concludes with suggestions on a set of methodological, theoretical, conceptual, and topical areas for future research.
... While ambidexterity has been widely studied in the private sector, there needs to be more literature regarding its application in the public sector, especially in fast-evolving economies like the UAE. As highlighted by Liao, Liu, and Zhang [55]; Al-Agry [5], ambidexterity has been viewed as a critical capability for organizations to respond to dynamic market environments; however, most of the prior research has been conducted on private firms operating in developed countries. Similarly, Clauss et al. [25]; Secchi and Camuffo [79] pointed to the difficulties of adopting ambidextrous strategies but needed to elaborate on the peculiarities that public sector projects face in a dynamically developing national context. ...
... To survive in turbulent environments, companies must become receptive to changes in current and new customer preferences (Hanvanich, 2006). Thus, in turbulent environments, market turbulence is expected to influence the relationship between innovation strategies and performance (Liao et al., 2018;Naheed et al., 2019). In this case, the following hypothesis is suggested: ...
Purpose
This research aims to measure the impacts of determining factors of organizational ambidexterity on academic performance in private higher education institutions (HEIs) in Brazil.
Originality/value
This study investigates predictive, mediating, and moderating relationships in a model that has yet to be explored in the literature.
Design/methodology/approach
This theoretical-empirical research uses questionnaires containing 172 Brazilian private HEIs and analyzes them through structural equation modeling.
Findings
The results indicated that entrepreneurial orientation positively influences academic performance directly or is mediated by organizational ambidexterity. Learning orientation does not directly influence academic performance, but the result is significant when mediated by organizational ambidexterity. Although not substantial, market turbulence shows a medium moderation in the relationship between ambidexterity and performance. The indirect path between entrepreneurial orientation and academic performance mediated by organizational ambidexterity was stronger than the direct path without the mediation of ambidexterity. In conclusion, ambidexterity is presented as a relevant construct to mediate entrepreneurial orientation and learning orientation in the performance of private HEIs in Brazil under conditions of market pressure.
KEYWORDS:
entrepreneurial orientation; learning orientation; organizational ambidexterity; academic performance; higher education institutions
... This means that innovation ambidexterity does not enhance the performance of startup firms. The findings of this study differ from several other studies such as Božič & Dimovski (2019), Tian et al. (2020), Asiaei et al. (2023), Liao et al. (2018) and Lu et al. (2023). However, findings from other studies like the study by Yan et al. (2021) found that innovation ambidexterity negatively affects the export performance of firms. ...
... Innovation ambidexterity has an indirect influence through the mediation of knowledge assets such as structural and relational capital (Asiaei et al. 2023). In the study by Liao et al. (2018), the relationship between innovation ambidexterity and firm performance is mediated by business model ambidexterity. This means that the influence of innovation ambidexterity on firm performance can vary, affected by other factors such as strategic orientation, human resource management practices, and environmental dynamics. ...
... A different relationship is found in the study by Islam & Munir (2022), which shows that strategy influences innovation ambidexterity through strategic learning capabilities. The opposite effect, that innovation ambidexterity influences strategy which then impacts firm performance, is shown in Liao et al. (2018). A different relationship is also found in the study by Clauss et al. (2021), where strategy acts as a moderator in the relationship between ambidexterity and firm performance. ...
Changes in the business environment, driven by technology and globalization, increase the urgency of a strategic orientation for new ventures and, conversely, an entrepreneurial orientation for established firms. Technology startups, as "innovation machines," face unique challenges related to the environment, competition, and resource limitations. Therefore, they need to be more strategic in conducting their business. Entrepreneurial strategy is a new strategic framework specifically formulated for startups. However, the effect of this strategy on firm performance has not been confirmed. This study investigates the relationship of entrepreneurial strategy on the tech startup’s firm performance. A conceptual model was developed based on the strategic management framework, including strategy formulation, implementation, and evaluation. The data was collected via an online survey and was able to gather 39 respondents, dominated by the fields of SaaS, Edutech, and health tech. The data was then analyzed using SmartPLS software. The analysis showed that entrepreneurial strategy has a positive effect on firm performance, value offering (value-based strategy), and innovation ambidexterity. Further analysis found that there was no significant mediation effect or indirect relationship. Additionally, the predictability analysis found that the structural model in this study has moderate predictability power. The results of this study contribute to the strategic entrepreneurship field by providing evidence of how entrepreneurial strategy can improve tech-startup firm performance. Lastly, the limitations in this study can provide new opportunities for future research, especially related to objects, operationalization, and conceptual models. Keywords— Entrepreneurial Strategy; Innovation Ambidexterity; Offered Value; Startup’s Firm Performance; Strategic Entrepreneurship
... To overcome the legitimacy and resource constraints for growth, new ventures must stay aligned with current norms and adopt a guanxi strategy to access the legitimacy and resources granted by the government and market to grow [26]. On the other hand, innovation is an intrinsic attribute of technology-based enterprises [27]. Meanwhile, the changing market demands urgently require NTBVs to implement an innovation strategy to actively search for transformations and opportunities in technology [28] and products [29] to effectively differentiate from competitors and establish competitive advantages. ...
The survival and sustainable development of new technology-based ventures (NTBVs) have become challenging due to the unpredictable and dynamic technological environment as well as the scarcity of their own resources. Considering the tension between “conformity” and “distinctiveness” faced in NTBVs’ growth, based on the optimal distinctiveness perspective, we develop a configurational framework to investigate how combinations of multiple factors (i.e., political guanxi, business guanxi, exploratory innovation, exploitative innovation, environmental dynamism, and environmental munificence) lead to high enterprise growth. This study analyzes survey data of 30 Chinese NTBVs by conducting a necessary condition analysis (NCA) to inspect the necessary relationships between each condition and the outcome and employs fuzzy-set qualitative comparative analysis (fsQCA) to determine the configurations to achieve growth. It is shown that individual elements do not compose the necessary conditions for yielding high enterprise growth, and high levels of new venture growth require different configurations of antecedents to be achieved. Furthermore, four types of driving pathways are identified for the NTBVs’ growth, each of which contains different compositions of enterprise strategy and external environment. These findings enhance the literature on enterprise growth and its influencing factors and provide implications for NTBVs to achieve high-quality growth and development.
... This endogeneity can occur because of reverse causality. This causality can occur because CSR impacts CFP, but CFP can also impact CSR [77,82,83], because an increase in the level of CFP can promote managers to engage in CSR activities. Second, it is effective when a panel has a smaller period dimension (T) compared to its cross-sectional dimension (N) [72,81]. ...
This paper is interested in examining the impact of corporate social responsibility and governance on corporate financial performance. We selected a panel of 141 worldwide hospitality and tourism firms spanning the period 2012–2018 to assess the effects (direct and indirect) of corporate social responsibility and governance on corporate financial performance (measured in terms of return on assets, return on equity and Tobin’s Q). Although a few studies examine the moderating effect of certain factors, our study fills this gap by examining the moderating effect of governance practices (governance structure and institutional quality) on the nonlinear relationship between corporate social responsibility and corporate financial performance. The results of the system generalized method of moments suggest the existence of a nonlinear, U-shaped relationship between corporate social responsibility and corporate financial performance (return on equity and Tobin’s Q). This nonlinearity is confirmed for corporate social responsibility and corporate financial performance (measured by return on assets). However, this relationship is inverted-U-shaped. Furthermore, our results also show that lagged corporate social responsibility, governance practices, firm-specific variables and macroeconomic variables affect current corporate financial performance. The predictions of stakeholders and agency theories are validated. Given our results, it is recommended that policy makers trade off the benefits and costs of corporate social responsibility and take appropriate financial strategies, thus enabling value creation for their companies.
... Market-driven business model innovation is an adaptive development activity that passively transforms existing knowledge and adapts transaction structures based on existing market demand, continuously in response to customer demands [39,40]. Driving-market business model innovation is an active exploration activity based on potential market needs and customer preferences, proactively allocating corporate resources to create new value and new transaction structures, and even open new markets [39,40]. ...
... Market-driven business model innovation is an adaptive development activity that passively transforms existing knowledge and adapts transaction structures based on existing market demand, continuously in response to customer demands [39,40]. Driving-market business model innovation is an active exploration activity based on potential market needs and customer preferences, proactively allocating corporate resources to create new value and new transaction structures, and even open new markets [39,40]. Furthermore, these two business models are not contradictory, but interdependent, dynamically adapting to the changing market through mutual coordination [41]. ...
... Furthermore, these two business models are not contradictory, but interdependent, dynamically adapting to the changing market through mutual coordination [41]. Many scholars have discussed how to advance business model innovation from organizational ambidexterity [42], resource restructuring aspects [43], and dynamic capability perspectives [39], but few scholars have focused on market-oriented business model innovation in the digital context [40]. ...
As the global digital transformation process accelerates, how SMEs can successfully achieve digital transformation is currently an important research question in the field of strategic management and a real-life dilemma that entrepreneurs need to address. This study classifies business model innovation into market-driven business model innovation and driving-market business model innovation based on market orientation theory. The relationship between digital ambidextrous capabilities, business model innovation and transformation performance is explored according to the paradigm of ‘capability-behaviour-performance’. This study used SEM and fsQCA to analyze 289 questionnaires collected from middle and senior managers of Chinese SMEs. The results show that digital exploitation capability is positively associated with market-driven business model innovation, while digital exploration capability is positively associated with driving-market business model innovation. In particular, business model innovation plays a fully mediating role in the process of digital ambidextrous capabilities enhancing the transformation performance. Our findings shed new lights on the current debate surrounding the digital transformation of SMEs and will be instructive for both academics and business managers.
... Figure 2 and Table 1 show the yearly distribution of the reviewed articles, indicating a growing trend and interest in the topic, particularly in the past 7 years. (Grover et al., 2007(Grover et al., ) 2009 1 (Jansen et al., 2009(Jansen et al., ) 2010 2 (Brion et al., 2010;Hughes et al., 2010Hughes et al., ) 2011 3 (Chang et al., 2011;Lin and McDonough, 2011;Wei et al., 2011Wei et al., ) 2012 2 (Chang and Hughes, 2012;McDermott andPrajogo, 2012) 2013 1 (Lin et al., 2013(Lin et al., ) 2014 2 (Li et al., 2014;Liu, 2014) 2015 6 (Kortmann, 2015;Lin and Chen, 2015;Lin and Chang, 2015;Minh and Hjortsø, 2015;Suzuki, 2015;Yang et al., 2015Yang et al., ) 2016 9 (Dunlap et al., 2016;Li et al., 2016;Lucena, 2016;Pérez Perdomo et al., 2016;Revilla et al., 2016;Tsai, 2016;Zheng et al., 2016Zheng et al., ) 2017 8 (Brion and Mothe, 2017;Lazzarotti et al., 2017;Martin et al., 2017;Tsai and Wang, 2017;Tsai, 2017;Wong et al., 2017;Zang and Li, 2017;Cui, 2017) 2018 12 (Arzubiaga et al., 2018;Chen et al., 2018;Chen and Liu, 2018;Chen et al., 2018;Fu et al., 2018;Jin et al., 2018;Kuo et al., 2018;Liao et al., 2018;Soto-Acosta et al., 2018;Xie and Gao, 2018;Ye et al., 2018a; 23 ( Ahmad et al., 2020;Altındağ and Bilaloğlu Aktürk, 2020;Ardito et al., 2020;Ben Rejeb et al., 2020;Blomkvist et al., 2020;Buccieri et al., 2020;Oluwafemi et al., 2020;Cabeza-Pullés et al., 2020;Chang and Gotcher, 2020;Chen and Liu, 2020;Cho et al., 2020;Ghantous and Alnawas, 2020;Harmancioglu et al., 2020;Pangarso et al., 2020a;Scuotto et al., 2020;Sijabat et al., 2020;Wiratmadja et al., 2020;Xie et al., 2020;Yu and Kim, 2020;Zhang et al., 2020;Zhang and Tang, 2020;Zhang et al., 2020Zhang et al., ) 2021 32 (Açıkgöz et al., 2021;Alayo et al., 2021;Doghri et al., 2021;Berraies and Rejeb, 2021;Choi et al., 2021;Frare and Beuren, 2021;Fu et al., 2021;Gong et al., 2021;Hughes et al., 2021;Inoue, 2021;Jin and Zhou, 2021;Kahn and Candi, 2021;Kanchanabha and Badir, 2021;Khairuddin et al., 2021;Khan et al., 2021;Lei et al., 2021;Lin and Qu, 2021;Liu and Long, 2021;Nofiani et al., 2021;Onufrey and Bergek, 2021;Randhawa et al., 2021;Sijabat et al.,2021;Song and Zhao, 2021;Tong and Han, 2021;Wang and Fang, 2021;Wei et al., 2021;Yan et al., 2021;Zhang et al., 2021a;2021b) In terms of methodologies, the analysis showed that the earliest and main approaches used in studies are surveys with 94 articles (77.7%) that focus mainly on gathering cross-sectional data. From 2015 onwards, there have been qualitative case studies and approaches present in 11 articles (9.1%), and econometric analysis of panel data in 8 articles (6.6%), as shown by the yearly distribution of Figure 3 and Table 2. ...
... In these arrangements, exchanges strengthen network ties Research examines knowledge management capability as a mediating mechanism between human resource management and organisations' IA (Lei et al. 2021) and the moderating relationship of business experience between IA and organisational performance . Also of interest is the mediating role of business model ambidexterity between IA and company performance by Liao, Liu, and Zhang (2018). ...
Innovation ambidexterity has emerged as a primary interest in management research due to the strategy’s support for adaptability and flexibility pursuant to competitiveness. While management studies investigate and explicate the socioeconomic and technological challenges of ambidexterity, there is a gap in knowledge on the determinants that underpin the management of ambidextrous organisations. To tackle this paucity, this article uses a systematic approach to review existing literature on innovation ambidexterity, identifying the main determinants for managing ambidexterity in organisations, and setting an agenda for future management research informed by these determinants. The review assembles and critically appraises 121 articles published between 2007 and 2021. It examines the research clusters, investigated industry sectors, research methodologies, management theories, and research contributions of studies on innovation ambidexterity. The review finds seven main determinants for managing ambidexterity consisting of: (i) process mechanisms, (ii) organisational learning, (iii) leadership styles, (iv) technology investments, (v) organisational contexts, (vi) environmental uncertainties, and (vii) institutional pressures. Using insights from the review process, the article proposes a set of management priorities and suggests seven areas for future ambidexterity research with respect to digital interdependence, organisational legacy, stewardship behaviour, technology sourcing, organisational resilience, environmental readiness, and institutional transformation. Theoretically, the article contributes to knowledge via a multi-level ‘wheel’ model of ambidexterity management that links management determinants to priorities, and managerially, the review offers a fresh perspective on management factors for ambidexterity.
... There is a positive relationship between intrapreneurial capabilities and exploratory innovation for HTSMEs. Ambidextrous innovation is an important value-creation activity, and the core competitiveness of enterprises has gradually changed from occupying traditional resources to acquiring knowledge resources and cultivating continuous learning and innovation ability (Liao et al., 2018). Most listed companies, international enterprises, and SMEs implement an ambidextrous innovation strategy to survive in fierce competition or obtain excellent innovation performance (Alayo et al., 2022;Buccieri et al., 2020;Lin & Chang, 2015). ...
The deep-seated intersection between intrapreneurial activities and innovation presents a new paradigm with innovation at its core. This study explores the relationship between intrapreneurial capabilities and the development of high-tech small and medium-sized enterprises (HTSMEs) and examines the role and impact of ambidextrous innovation and knowledge heterogeneity. We employed a questionnaire survey of 649 HTSMEs in China, and the data are analysed using structural equation modelling. The results indicate that HTSMEs could achieve sustainable development by improving their intrapreneurial capabilities, while ambidextrous innovation plays a mediating role. When knowledge heterogeneity is introduced as a moderating variable, the results indicate that knowledge heterogeneity has a negative partial moderating effect on the relationship between intrapreneurial capabilities and ambidextrous innovation. This study contributes to our understanding of intrapreneurial capabilities by introducing balanced ambidextrous innovation and knowledge heterogeneity. Ultimately, the results suggest that HTSMEs should focus on building intrapreneurial capabilities and balance the needs of ambidextrous innovation as a path to achieving sustainable development. However, firms need to control the effect of internal knowledge heterogeneity in the innovation process.
... Venture capital is utilised (Nijkamp et al., 2004) to structure research and development initiatives and processes (Zhang and Cao, 2006;Kristin et al., 2022), particularly in highly competitive markets (Matricano, 2010). Skills that are 'ambidextrous' -pertaining to innovation and operational excellence -are deemed essential during the growth stage (Liao et al., 2018). ...
