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In the context of an economic and financial crisis characterized by scarce munificence and high uncertainty, we examine the role of organizational ambidexterity in SMEs survival, and the TMT and ownership characteristics that influence ambidexterity. Our analysis of Spanish manufacturing SMEs in the context of an international economic crisis sugge...
Contexts in source publication
Context 1
... test our hypotheses, data were collected through the omnibus survey and from archival sources during different periods (see Table 2). To mitigate the potential for common method bias, data on the dependent variables were collected from external sources ( Podsakoff et al., 2003). ...Context 2
... of these variables were captured through a questionnaire. The measures of performance and solvency have been obtained from a 5-points Likert scale where 1 = ''much worse than my competitors'', 3 = ''equal to my competitors'', and 5 = ''much higher than Table 2 shows the variables of the study along with its sources and when they were obtained. ...Similar publications
Organizational ambidexterity in a firm is significantly influenced by the behavioural integration of the Top Management Team (TMT). Researchers observe that ambidextrous firms are associated with two dimensions of dexterity, namely, balanced and combined dimensions. However, studies do not explain the varied effects of behaviourally integrated TMTs...
Citations
... Additionally, Hassan and Siraj (2015) stated that they include separation of duties by splitting responsibility for bookkeeping, deposits, reporting, and auditing. Further, Dolz et al. (2019) affirmed that access control is the authorization of users to access or login through passwords and tracking of documentation. Multiple studies from Anangwe and Malenya (2020) added that controls ensure that balances recorded in the accounting books tally with the bank statement, supplier and credit customers' receipts and invoices. ...
Small and medium-sized enterprises (SMEs) play a key role in advancing the growth, and performance of SMEs especially in emerging markets like Zimbabwe (Musabayana et al., 2023). In recent years SMEs in emerging markets have failed to embrace strategic financial management practices (SFMP) considered a key driver to business growth (Dlamini et al., 2023). Hence, the aim of the study was to assess the importance of SFMP in emerging markets employing the mixed methods design that includes the quantitative, and qualitative methods gathering data from a target population of 640 SMEs selected from various sectors. Data was gathered from a sample of 240 participants using the questionnaire and 21 participants using open-ended interviews respectively. Quantitative data was analysed using descriptive statistics while cloud-maps analysed qualitative data. The study findings revealed that SFMPs were critically important for decision-making as they assist stakeholders and owner-managers in the development of the business’ vision, and mission statement, and preparation of financial management systems that enhance performance. SFMPs were also important for planning, budgeting, and decision-making. Drawing from the notable critical importance of vision and mission statements, the study recommended that every SME must develop a vision and mission statement as a priority to chart a way forward. The study finally recommended that similar studies be conducted in developing countries to promote the growth and performance of SMEs and also adds evidence to the corpus of literature that strategic financial management is important for SME performance.
... Changes in services and products are proven to change people's behavior to continue to love certain products, although the level of resistance to change can also threaten the success of consumers to remain loyal to their products. Therefore, wise addressing of changes and their implementation in business is an action that can contribute to efforts to maintain business growth [12,38]. The results of this study are in line with the results of research conducted by Okundaye, showing that management orientation built on the foundation of a strong commitment to the value of change is able to spur a creative culture in creating added value in business processes, thereby improving the quality of services and better products and being able to maintain sustainable growth of micro and small businesses in the future. ...
This study examines the Effect of management orientation on digital business and business growth and the Effect of digital business on micro and small business growth. This research belongs to the associative/explanatory category accompanied by hypothesis testing. The unit of analysis in this study was micro and small businesses in East Java, with a population of 358. The sampling technique in this study used purposive sampling with specific criteria and obtained a sample size of 191, which is referred to as respondents. Path analysis results show that management orientation has a positive and significant effect on digital business and business growth, and digital business has a positive and significant effect on the growth of micro and small businesses in East Java. The findings of this study indicate that management orientation based on the principle of change responsively and wisely in utilizing digital platforms in business will undoubtedly encourage the strengthening of digital business operations to be more effective, thereby encouraging the growth of micro and small businesses. Therefore, management orientation and digital business must be managed optimally to maintain sustainable micro and small business growth.
... Dynamic capabilities theory Dolz et al. (2019); Ciasullo et al. (2020). ...
This research aims to improve the understanding of the scientific contributions to international ambidexterity and identify possible lines of research. We conducted a systematic literature review of 193 articles on international ambidexterity published from 2003 to 2023 that are indexed in Scopus. The publications were systematically analyzed, and scientific mapping was carried out with the VOSviewer and ATLAS TI tools. The study reveals that research in this field focuses on multinational companies from developing countries, dynamic capabilities, internationalization, innovation, and business performance. The United States, the United Kingdom, and China lead research in this area, with the most prominent journals being the International Business Review, the Thunderbird International Business Review, and the Journal of Business Research. Based on the findings, the article suggests seven categories for future research: types of ambidexterity, organizational factors, internationalization, contextual factors, effects, relationships and capabilities, innovation, and networks. We encourage academics and practitioners to contribute to this area of research and deepen our understanding of international ambidexterity.
... Creative culture and innovative behavior are forms of civilizational investment in an organization (Mohamad Radzi et al., 2017). These characteristics can become strategic resources to build competitive advantage for corporates; therefore, these cultural values must be maintained and developed continuously to create a sustainable competitive advantage (SCA) for the organization (Dolz et al., 2019). Businesses in the digital era always demand innovative services and products for their users (Dunets et al., 2018). ...
... This is reinforced by the number of respondents 75.26% whose business is related to fashion products, and the number of respondents 74.74% who are women who are undoubtedly relevant to bags, shoes, and garment products (Table 3). Fashion products demand creativity and innovation in line with their lifestyle needs (Dolz et al., 2019), where most respondents are under 45 years of age, 86.18%, of course, demand fulfillment of a more dynamic lifestyle that can trigger performance. get better (Wahyuni & Sara, 2020). ...
... This is proven to be able to change a person's behavior to continue to encourage strengthening literacy as an important capital in building management resilience, so that they are always ready to face changes and possible risks that will occur (Verdolini et al., 2018). The results of this study are also in line with other studies (Dolz et al., 2019;Dunets et al., 2018;Henriques & Catarino, 2016;Okundaye et al., 2019). Strengthening management literacy built on a commitment to change will encourage creativity in processing change issues into activities that generate added value in the business cycle. ...
This study examined the effect of strengthening management literacy on digital business innovation and accelerating performance recovery and examined the impact of digital business innovation on accelerating performance recovery. This study is explanative/associative research accompanied by hypothesis testing. The unit of analysis in this study was creative industry entrepreneurs, with a total population of 354. Sampling in this study used purposive sampling with specific criteria and obtained 194 as a sample size, after which they were referred to as respondents. Path analysis results show that strengthening management literacy directly and significantly influences digital business innovation and accelerates performance recovery; digital business innovation directly and substantially influences the acceleration of performance recovery in the creative industry sector. The findings of this study indicate that strengthening management literacy, which is carried out in a structured and massive manner, will encourage innovative behavior in implementing digital business. Digital business innovation will spur business activities to become more effective, because they are not limited by space and time.
... On the one hand, in order to reduce costs, a firm may choose to engage in exploitative behavior by downsizing its workforce, increasing productivity, or cutting unnecessary costs. On the other hand, it can focus on generating additional income from new and diverse sources through explorationoriented behavior (Schmitt et al., 2010;Dolz et al., 2019). Thus, firms must make crucial decisions that entail exploitation behaviors, such as cutting operating costs, divesting key assets, workforce or wage reductions (McGuinness et al., 2018;Rivo-L opez et al., 2020). ...
... How firms behave during a crisis and how this relates to minimizing its consequences has been a core part of strategy research. Specifically, researchers have tried to understand how turnaround strategies that rely on some types of exploitative, explorative behaviors or both can help overcome this situation (Dolz et al., 2019;Iborra et al., 2020;Schmitt and Raisch, 2013). ...
Purpose
This study analyzes antecedents explaining the lack of resilience in family-owned firms. Our model suggests that family-owned firms’ strategic behaviors and heterogeneity explain a particular crisis outcome: a lack of recovery.
Design/methodology/approach
Our evidence is based on a sample of 842 European family-owned firms. We complement regression analysis results with fuzzy-set qualitative comparative analysis (fsQCA).
Findings
Our results show that lack of resilience is relevant. In fact, in our sample, 60% of family firms (FFs) failed to recover their sales. This evidence supports the role played by exploitation and exploration behavior as well as family heterogeneity in explaining the lack of recovery.
Research limitations/implications
Our results may offer guidance to practitioners and policymakers on the pathways that explain the lack of resilience.
Practical implications
Although it is unlikely that an external crisis such as COVID-19 will occur again to the same extent, other threatening events may occur and impact FFs. Understanding how FFs can avoid non-recovery is crucial: it can inform managers on how to deal with stressful events and provide guidance to economic authorities on how to help FFs around the world avoid non-recovery, which affects the economy.
Originality/value
First, the study contributes to FF research by offering a theoretical explanation for the different effects of FF attributes on non-recovery in the context of a global crisis. Second, it contributes to the literature on organizational resilience by examining explorative and exploitative behaviors as antecedents of FF non-recovery. Third, we show the usefulness of combining fsQCA and regression analysis to understand complex phenomena.
... Consequently, profits are shared among the existing firms. In support, Dolz et al. (2019) provided outstanding empirical evidence on firms' ownership, performance, and survival by underscoring that firm survival is associated with ambidexterity. However, in most cases, firm owners take these funds as personal money and may not be used in the business. ...
Small and medium-sized enterprises (SMEs) are fundamental to national economic development through poverty alleviation and employment creation. However, credit constraints severely challenge small and medium-sized enterprises’ (SMEs) performance. Therefore, this study aims to establish the link between credit constraints and the financial performance of SMEs. The paper further examines whether the differences in performance between constrained and unconstrained firms can contribute to poverty reduction. To this end, the endogenous switching regression was applied to the cross-sectional data from a firm-level survey involving 520 SMEs from Cameroon. The paper considered four credit constraint categories: risk, quantity, price, and transaction cost. Results reveal that 74% of SMEs are credit constrained, and the majority (43%) are quantity constrained. Interestingly, risk and price-constrained SMEs are mainly more profitable than unconstrained SMEs, while quantity and transaction-cost-constrained SMEs are less profitable than their counterparts. Consequently, the impact on poverty reduction is equally varied. The scholarly and policy implications of the study are that alleviating credit constraints among SMEs does not always augment the profitability of the SMEs and contributes towards poverty eradication.
... Thus, it has been demonstrated that the capacity for organizational ambidexterity has positive and significant effects not only on organizational performance (Dolz et al., 2019;Gibson & Birkinshaw, 2004;He & Wong, 2004;Luger et al., 2018), innovation (He & Wong, 2004) and sales growth (He & Wong, 2004;O'Reilly & Tushman, 2013) but also on the survival of the company (Dolz et al., 2019;Hill & Birkinshaw, 2014;O'Reilly & Tushman, 2013). However, studies have shown that organizational ambidexterity strengthens the resilience of SMEs, enabling them to survive and recover from internal and external crises. ...
... Thus, it has been demonstrated that the capacity for organizational ambidexterity has positive and significant effects not only on organizational performance (Dolz et al., 2019;Gibson & Birkinshaw, 2004;He & Wong, 2004;Luger et al., 2018), innovation (He & Wong, 2004) and sales growth (He & Wong, 2004;O'Reilly & Tushman, 2013) but also on the survival of the company (Dolz et al., 2019;Hill & Birkinshaw, 2014;O'Reilly & Tushman, 2013). However, studies have shown that organizational ambidexterity strengthens the resilience of SMEs, enabling them to survive and recover from internal and external crises. ...
... However, studies have shown that organizational ambidexterity strengthens the resilience of SMEs, enabling them to survive and recover from internal and external crises. This is because by integrating the conflicting demands for exploitation and exploration, SMEs are in an advantageous position from which they can anticipate stressful disruptions, abrupt changes, and extreme events (Dolz et al., 2019). However, although it is difficult to achieve resilience (Linnenluecke, 2017), the capacity for ambidexterity can help to build resilience (Iborra et al., 2020). ...
Spin-offs are companies with a high level of disruption that facilitate University-Society-Business knowledge transfer, promoting innovation and economic development of knowledge-based economies. On the other hand, globalization, climate change and anthropogenic pressure increase the probability of the appearance of community-transmitted pandemics between animals and people. In this context, the study of the conditions that facilitate resilience in companies with a high innovative content are important to guarantee long-term economic development. COVID-19 presents the appropriate conditions for carrying out an exploratory natural experiment that allows the identification, description, and analysis of conditions that facilitated the resilience of spin-offs promoted in a technological university. A database of spin-offs created before COVID-19 in the Universitat Politècnica de València was analyzed. A causal model was proposed and tested with fsQCA to identify the conditions that facilitate the business resilience of this type of startups with a high technological component that link areas of university research with the market. The proposed model defines resilience as the ability of a spin-off to withstand the impact of the shock, calculating differences of natural logarithms of sales in 2020 and 2019. The causal conditions used in the model are TMT Gender Diversity, the Distribution of Added Value to Workers and Ambidexterity (concerning Exploitation and Exploration). The results of this study show the necessary and sufficient conditions for the resilience to environmental shocks of spin-offs from a polytechnic university. This research offers promising lines of development for academics and suggests to policy makers ways to develop public–private initiatives and investment to improve business performance in crisis contexts. The results of this article offer practitioners a useful guide to design strategies that improve the resilience of these types of companies. This exploratory study based on case analysis makes it possible to identify design elements of the strategy that improve resilience before supply crises. A relevant contribution of this research is linked to its managerial implications in the design of strategies to improve resilience in crisis management. The lessons learned and the analysis of best practices can help improve the robustness of new spin offs in a context of crises caused by recurring pandemics.
... Because family firms' history represents a significant part of their organizational identity (constituting the socio-cultural elements of the firm), they also guide the strategies of those family firms (Chirico & Nordqvist, 2010). Further, as family firms operate across multiple generations, the next generation of family managers has to find consensus among multiple generations involved in the business on balancing exploration and exploitation (Dolz et al., 2019;Kammerlander et al., 2020). Family business research emphasizes diverging generational preferences of the need for further exploration and exploitation, perhaps rooted in different generational cohorts (e.g., boomers vs. Gen X/Y) (Magrelli et al., 2022), tenure in the firm (Cirillo et al., 2021), R. Wilmes et al. or life stages (Gersick et al., 1997) and related preferences for entrepreneurship. ...
... Seeds in rocky soil: the interactive role of entrepreneurial legacy and bridging in family firms '… et al., 2015) and operating in stable industries (e.g., Dolz et al., 2019). These characteristics are central to our study context. ...
Existing research on family firms emphasizes the importance of entrepreneurship across generations but leaves the role of entrepreneurial transmissions between predecessors and successors relatively unexplore . Building on the concept of entrepreneurial legacy, we ask how interactions of entrepreneurial mindsets and resources influence organizational ambidexterity in family firms. The study’s central argument (and metaphor) is that organizational ambidexterity thrives in multigenerational family firms if successors’ awareness of the family’s entrepreneurial legacy (the right seed) interacts with predecessors’ provision of entrepreneurial resources during succession (the fertile soil), also known as entrepreneurial bridging. We analyze a unique sample of successors from 296 multigenerational family firms in the agricultural sector. Our results point to the relevance of entrepreneurial resources in predecessor-successor collaborations to unlock the family firm’s ability to balance entrepreneurial exploration and exploitation.
... Social Media is a digital platform that facilitates its users to communicate, interact, and share content that can support activity social good from business, science knowledge, or other activities that provide benefits for users (Dolz, Iborra, & Safón, 2019;Fitriati, Purwana, & Buchdadi, 2020;Goerzig & Bauernhansl, 2018). Measurement of internal variables study was developed based on five indicators, which include: a) optimization of social media, b) building networking on social media, c) behavior of social media users, d) recognizing the market on social media, and e) sharing content on social media. ...
... Secondly, social media platforms must be developed through creative and innovative ideas from original ideas to create added value, which leads to efforts to improve the quality of services and products following the desires and needs of consumers. Therefore, using social media must contribute to strengthening management practices, which are practical and can leverage business growth for the better (Dolz, Iborra, & Safón, 2019). ...
Objective: This research wants to test the influence of social media on strengthening management and business growth and examine the effect of strengthening management on business growth. Design/methodology/approach: This research is included in the quantitative research category with an associative /explanatory approach and hypothesis testing. The unit of analysis in this research is micro and small business actors with a population of 186. The sample size in the research is 92. While Taking sample members from the population using a purposive sampling technique, the sample members are also referred to as respondents. The distribution of questionnaires was carried out over one month (1 June 2023 - 30 June 2023); 87 questionnaires were answered and filled in completely (94.57%); therefore, the data collected through this questionnaire was representative enough to represent the total population. Findings: Testing with Path analysis shows that social media directly and significantly influences strengthening management and business growth with standardized coefficient values of 0.347 (sig. 0.039) and 0.324 (sig. 0.041), while strengthening management directly and significantly influences the growth of micro-businesses and small with a standardization coefficient value of 0.409 (sig. 0.46). The results of this test show that social media, which is used massively to explore market information and is carried out in a structured manner, will encourage optimal management development to provide an adequate contribution to strengthening management, which leads to the creation of sustainable creative behavior in managing micro and small businesses to be more effective and efficient, both in managing market access, implementing management functions, business processes, and business cycles, so as to leverage the growth of micro and small businesses for the better. Therefore, hypotheses H1, H2, and H3 can be accepted because all the antecedents are tested to have a positive and significant influence with a significance figure below 0.05
... Dolz et al. [8] applied the ambidexterity concept to organisations and found organisational success was associated with the capacity to be ambidextrous. According to Gibson and Birkinshaw [9] and Mom et al. [10], organisational ambidexterity (OA) refers to an organisation's ability to perform equally well in two distinct functions. ...
Employee ambidexterity (EA) is gaining momentum as a significant component for boosting individual and organisational performance. With the increasing prevalence of flexible and remote work arrangements, there has never been a more crucial time to embrace EA. In the future of work, the digitalisation of organisations is expected to continue, which makes it essential for employees to engage in “lifelong learning, upskilling, and adaptability” to stay relevant in their roles. By embracing EA, employees can ensure they remain highly effective in their jobs, and organisations can achieve long-term success in the ever-evolving workplace. Moreover, with the highly dynamic business environments and increasing technological turbulence, ambidextrous employees are a mandate for the growth of organisations. This scoping review scrutinises the existing literature and identifies the key drivers and constraints that impact EA to thrive in the changing work landscape. The study has carefully analysed the driving factors of EA and has classified them into five distinct categories. Additionally, the study has identified four key constraints that hinder the effective implementation of EA. The study's findings clearly emphasise the far-reaching influence of EA on distinct types of performance. The paper presents valuable insights into how to cultivate ambidextrous capabilities in the workforce for unparalleled success in today’s rapidly evolving work environment. Additionally, it identifies several intriguing avenues for future research that could further elucidate and bridge existing knowledge gaps.
