Balancing explorative and exploitative innovation ambidextrously has emerged as one of the foremost questions in management research. While a firm's ability to jointly pursue both exploitative and explorative innovation has been conceived as having positive performance effects, scholarly efforts to resolve the ambidexterity question have left a disproportionate gap in our understanding of how innovation ambidexterity can be achieved, particularly so in small-to-medium-sized firms (SMEs). The state of the debate is such that SMEs must largely rely on prescriptions tested with large firms to inform their ambidexterity initiatives. This study focuses on the characteristics of top managers and features of organizational structure and context in facilitating the appearance of ambidexterity in SMEs, and the mediation effect of innovation ambidexterity between structural, contextual, and leadership characteristics on SME performance. Results indicated that SMEs could achieve a close balance of explorative and exploitative innovations (BD) through shaping right international organizational structures and adopting appropriate leadership styles. Further, BD mediates the relationship between the structural, contextual, and leadership characteristics on SME performance. SMEs could benefit from BD with relatively resources available. RESPONSES TO PROFESSOR Hervé Laroche (THE EDITOR-IN-CHIEF) AND REVIEWERS Executive SummaryDear Professor Laroche:We appreciate your time and your constructive comments. To facilitate our research conversation, we have taken the liberty to italicize the reviewers' words, and have inserted our responses point-by-point after each comment. Following your suggestions, we have copy-edited the paper. Response to Reviewer 1:Reviewers' comments: Limitations section has been tightened a bit. Please refer to page 39-41. Reviewer #2 I already said "accept" in the previous round, so I am happy to stick with this recommendation. However, I decided to read the article through again, to make sure it all made sense. I do worry that the writing is rather poor. Clearly the authors do not have english as a first language, and either they need to invest in getting it copy-edited, or EMJ needs to do some rewriting for them.Thank you for your suggestion. We very much appreciate for your constructive comments that helped improved the paper. Following your suggestions, we have copy-edited the paper. Thank you for your suggestion. We rewrote the sentence on page 5 and page 9. We also had defined the BD and CD in the paper. Please refer to page 5. Finally, the wording of Hypothesis 2, page 20, just doesn't make sense as it stands. Not sure exactly what the solution is, but it needs some fine-tuning for sure.Thank you for your suggestion. We fine-tuned the hypothesis 2. Please refer to page 19.In closing, we very much appreciate your helpful comments. Thank you very much. Drivers of Innovation Ambidexterity in Small-to Medium-Sized Firms

Purpose -This study aims to examine internal and external antecedents of SMEs' innovation ambidexterity outcomes. Prior studies have suggested that organizational and environmental antecedents are influential to the development of a balance dimension of innovation ambidexterity, which are proposed to be central to superior firm performance. However, little is known about how such antecedents affect the shaping of innovation ambidexterity in smallto medium-sized firms (SMEs) and how these innovations go on to shape firm performance.Design/methodology/approach -This research used a survey method to investigate the 1000 small-and medium sized enterprises in Scotland. Firms were randomly selected from the FAME database. Of this sample, 265 firms (26.5 percent) responded to our survey.Findings -The data analysis reveals that internal organizational structures in a highly dynamic environment stimulate the appearance of innovation ambidexterity. Moreover, it is found that the relationship between organizational and environmental forces and firm performance is partially mediated by a balance dimension of innovation ambidexterity.Originality/value -Prior studies have paid little attention to the effects of internal organizational structures and external environmental conditions on the appearance of a balance dimension of innovation ambidexterity within SMEs. Our results show how dangerous the lack of adequate research of these issues at the SME level is. By contrast to larger firms, our results show how internal organizational structures and external environmental conditions affect SMEs to pursue a balance dimension of innovation ambidexterity .

Research on strategic human resource (HR) management and organizational ambidexterity has assumed that organizational ambidexterity originates from operational managers that pursue both exploratory and exploitative activities. Yet, multilevel insights are absent about how and through which mechanisms HR practices may actually facilitate operational manager ambidexterity and how their ambidexterity may result into organizational ambidexterity. Our multisource and multilevel data from 467 operational managers and 104 senior managers within 52 firms reveals that the top-down effects of ability- and motivation-enhancing HR practices on operational manager ambidexterity are partially mediated by their role breadth self-efficacy and intrinsic motivational orientation. Furthermore, we find that the bottom-up relationship between operational manager and organizational ambidexterity is contingent on firm opportunity-enhancing HR practices. With that, our study provides important new multilevel insights into the effectiveness of strategic HR systems in supporting individual and organizational ambidexterity.

This paper examines the process linking high-performance work systems (HPWS) and organisational ambidexterity both at the unit and firm level of analyses by integrating strategic HRM, human capital and social capital perspectives. Multisource and multilevel data from 2,887 employees and 536 managers of 58 banks was collected. Results revealed that firm-level HPWS were positively related to unit-level employee human capital. Unit-level employee human capital partially mediated the relationship between firm-level HPWS and unit organisational ambidexterity. Furthermore, firm-level social climate moderated the effect of firm-level HPWS on unit organisational ambidexterity through unit-level employee human capital. This paper contributes to HPWS and ambidexterity research by revealing the impacts of firm-level HPWS and mediating mechanisms, as well as identifying boundary conditions for pursuing unit-level organisational ambidexterity.

Understanding employee voice behavior is a crucial aspect of organizing for high performance. In this paper, we extend previous studies and examine the consequences of voice behavior and boundary conditions of supervisor-attributed motives. Data for the sample was collected from 206 supervisorsubordinate pairs from a variety of companies in Taiwan. Hierarchal regression analysis was performed to test our model. The results show that voice behavior was positively related to leadermember exchange (LMX), and LMX was positively associated with work engagement. Supervisorattributed motives moderate the relationship between voice behavior and LMX. Specifically, voice behavior may more strongly influence LMX when supervisors label voice behavior as being more prosocial and less motivated by impression management.