Ambidexterity in the age of asset sharing: Development of dynamic capabilities in open source ecosystems

Resilience building in service firms during and post COVID-19

“…The second sub-strategy of ideal business model transformation is asset sharing, which refers to sharing valuable material and non-material assets with stakeholders. It may take the following forms: (1) business-to-customer (B2C) access-based services in which customers obtain access to services by registering with providers (Fritze et al, 2020), (2) peer-to-peer sharing in which private individuals rent their assets to peers who need them (Wilhelms et al, 2017), and (3) business network asset sharing through which businesses share their assets with their partners (Faridian & Neubaum, 2021). All forms of asset sharing create value for the parties involved.…”

“…All forms of asset sharing create value for the parties involved. B2C accessbased services generate economic and technical values (Schaefers et al, 2018), peerto-peer sharing brings monetary, social, and emotional values (Zhang et al, 2019), and asset sharing in business networks creates monetary and social values as well as growth and innovation opportunities for involved parties (Faridian & Neubaum, 2021). In addition to value creation, asset sharing can modify consumption behavior and contribute to sustainability in societies (Mi & Coffman, 2019).…”

The development of CE business models in firms: The role of circular economy capabilities

“…Our paper is framed in the dynamic capabilities theory (Barreto, 2010;Eisenhardt and Martin, 2000;Teece, 2007Teece, , 2014Ferreira et al, 2020). Dynamic capabilities consist of a set of higher-level activities that allows firms to orient their ordinary activities to high-payoff endeavours (Faridian and Neubaum, 2020;Fainshmidt et al, 2016;Teece, 2014). This requires managing and coordinating firms' resources to address rapidly changing business environments (Teece, 2014).…”

Key capabilities for frugal innovation in developed economies: insights into the current transition towards sustainability

“…We have used multi-item measurement scales to measure the theoretical constructs of organizational ambidexterity (exploitation and exploration), market-focused learning, and innovation capability via seven-point Likert scales (Table 1 ). The organizational ambidexterity scale is assessed to exploit the most immediate results and explore new opportunities (Lubatkin et al 2006 ; Zhang et al 2015 ; Malik et al 2019 ; Faridian and Neubaum 2021 ). The exploitation dimension focuses on the use and optimization of all the firm’s resources and capabilities.…”

“…They can exploit their current resources and capabilities to ensure their short-term viability while at the same time exploring the development of new skills to cope with market-changing demands, benefit from future market opportunities, and proactively seek future growth (O'Reilly and Tushman 2011 ; Vrontis et al 2017 ; Benitez et al 2018 ; Clauss et al 2020 ; Christofi et al 2021 ). Thus, exploration is related to the search for new knowledge, experimentation of new alternatives, and the assumption of risks and discovery (March 1991 ; Chebbi et al 2015 ; Faridian and Neubaum 2021 ). Exploitation focuses on the use and optimization of all existing resources and capabilities in the firm to maximize organizational performance, increase levels of quality and reliability, reduce costs, and improve levels of market satisfaction with the existing firm’s product and services (Winterhalter et al 2016 ; Malik et al 2019 ).…”