Contextual Ambidexterity: Tackling the Exploitation and Exploration Dilemma of Innovation Management in SMEs

Reischl, Annika; Weber, Sabrina; Fischer, Stephan; Lang‐Koetz, Claus

doi:10.1142/s0219877022500067

Cited by 12 publications

(4 citation statements)

References 89 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Without having support from top managers is also a consequence to do not have budget either, including for improving competencies. And the daily run to get the things done lead the teams to sensation of lack of time to do anything else particularly, different ways of management (Reischl et al 2022).…”

Section: Resultsmentioning

confidence: 99%

Barriers to Agile Project Management Implementation: Findings from a Systematic Literature Review

Martins,

Frederico

2023

Proceedings of the International Conference on Industrial Engineering and Operations Management

View full text Add to dashboard Cite

This study aims to discuss the barriers of Agile Project Management, considering the increase of utilization of Agile Methods worldwide specially because it has helped companies get better productivity and reduce their wastes. And, because agility (adaptability to need) has become an advantage for companies into a highly competitive business world. According to Erhun et al. ( 2021) agility describes a company's ability to respond to short-term changes in market demand or supply quickly and handle external disruptions smoothly. The analysis of the literature has been conducted using the Web of Science and Scopus databases as well as the VOS viewer software for a deeper analysis of 26 articles selected. It is important to remember the Agile manifesto was born and developed oriented to the world of software, seeking to generate tangible value to the customer at the expense of the vast documentation less experimental and due its good results, these methods have also been integrated into other sectors. On the other hand, Agile Methods often face some barriers to its implementation particularly from someone who has been taught on Traditional ways of Project Management. Considering so the advantages of Agile and the existence of barriers to implementing, this paper intend to list the main barriers to the Agile trough a systematic literature review.

show abstract

Section: Resultsmentioning

confidence: 99%

Barriers to Agile Project Management Implementation: Findings from a Systematic Literature Review

Martins,

Frederico

2023

Proceedings of the International Conference on Industrial Engineering and Operations Management

View full text Add to dashboard Cite

show abstract

“…For instance, ref. [55] discovered that PDP mediated the link between exploitation capability and innovation performance in SMEs manufacturing firms. Organizations that have a well-defined PDP are better able to spot and pursue potential innovation opportunities, and those with strong exploitation capabilities are better able to commercialize their discoveries.…”

Section: Predefined Decision Plan (Pd) and Exploitation Capability (Ei)mentioning

confidence: 99%

The Impact of Proactive Resilience Strategies on Organizational Performance: Role of Ambidextrous and Dynamic Capabilities of SMEs in Manufacturing Sector

Pertheban,

Thurasamy,

Marimuthu

et al. 2023

Sustainability

View full text Add to dashboard Cite

The challenges of the global business environment foster small medium-sized enterprises (SMEs) to continuously improve their performance in the level of vulnerability to possible impacts and interruptions in their operations that may affect their sustainability. Resilience strategies and ambidextrous capabilities have become important determinants of organizational performance, which has developed as an emerging area of interest in supply chain management in recent years. SMEs are one of the major contributing sectors to the Malaysian economy. Therefore, SMEs have been forced to survive in the current market situation to ensure higher economic growth and competitiveness. The resilience strategies and ambidexterity capabilities are important determinants of SMEs’ performance. As such, this study aims to examine the relationship between proactive resilience strategies, ambidextrous capabilities, and the performance of SMEs in the manufacturing sector, drawing on the dynamic capabilities perspective. A quantitative research design is adopted, a structured survey questionnaire is used, and data are collected from 351 SMEs in the manufacturing sector. Partial least squares structural equation modeling (PLS-SEM), Smart PLS 3.0 is used to test both direct and mediating results. The findings of this study suggested that proactive resilience strategies may have a significant influence on organizational performance of SMEs. Ambidextrous capabilities also act as a strong mediator between proactive resilience strategies and organizational performance. These findings contribute to the dynamic capabilities literature by highlighting the importance of proactive resilience strategies and ambidextrous capabilities in enhancing the positive impact on organizational performance in SMEs. This study provides a plausible explanation of two important management mechanisms for enhancing organizational performance sustainability. The relationships between proactive resilience strategies, ambidextrous capabilities, and organizational performance are malleable. This study also suggests that fostering formal and informal relationships might hold the key to the sustainable performance of SMEs in the long term. This study’s practical contributions are improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and enhancing their competitive power in domestic and international markets.

show abstract

“…However, a growing body of research suggests that while SMEs must achieve organizational ambidexterity, they may do so differently than larger firms, oscillating between exploration and exploitation via temporal or contextual ambidexterity (Kang and Snell, 2009;Senaratne and Wang, 2018;Tarba et al, 2020). Through temporal ambidexterity, the SME may alternately distribute attention to exploration and exploitation at the firm level over time (Lavie et al, 2010;Reischl et al, 2020). Instead, contextual ambidexterity is achieved by building support systems to help individuals divide their efforts between 'conflicting' demands (Gibson and Birkinshaw, 2004 p. 210).…”

Section: Exploration Exploitation and Ambidexterity In The Sme Contextmentioning

confidence: 99%

“…Through temporal ambidexterity, the SME may alternately distribute attention to exploration and exploitation at the firm level over time (Lavie et al. , 2010; Reischl et al ., 2020). Instead, contextual ambidexterity is achieved by building support systems to help individuals divide their efforts between ‘conflicting’ demands (Gibson and Birkinshaw, 2004 p. 210).…”

Section: Introductionmentioning

confidence: 99%

The novelty-centered business model: a transition mechanism between exploration and exploitation in SMEs

Karmeni

Uhlaner

Lucianetti³

2021

JSBED

View full text Add to dashboard Cite

PurposeAs the transition between exploration and exploitation is a unique challenge for SMEs, what mechanism(s) might facilitate this transition? Building on the entrepreneurship literature's entrepreneurial opportunity identification and development framework, this study hypothesizes that the novelty-centered business model (NCBM) may serve as such a mechanism.Design/methodology/approachBased on cross-sectional survey data collected from 169 Italian SMEs in various sectors, this study tests the mediation, moderation and moderated mediation relationships using the statistical PROCESS procedure.FindingsSupporting the hypotheses that exploration and exploitation are positively associated within SMEs, that NCBM mediates this relationship and that the indirect relationship between exploration and exploitation by way of NCBM is stronger for SMEs with employees of medium to high creative human capital, the results suggest that SMEs can more effectively exploit new ideas identified in the exploration phase by developing an NCBM and accessing their creative human capital.Research limitations/implicationsAlthough the robustness checks confirm the direction of the proposed hypotheses, given the cross-sectional nature of the dataset used, a longitudinal study would further validate the proposed framework.Practical implicationsSMEs can successfully achieve the transition between exploration and exploitation by reinventing their business model to compensate for their limited resources in terms of financial or relational capital. They can further enhance their ability to reinvent their business model and, in turn, to exploit innovations by hiring and retaining employees with greater creative human capital.Originality/valueThis study draws on the entrepreneurial opportunity, ambidexterity (exploration-exploitation) and business model literature to enhance our understanding of the role of the NCBM design concept (business model innovation) as a mechanism to achieve temporal ambidexterity in SMEs.

show abstract

Contextual Ambidexterity: Tackling the Exploitation and Exploration Dilemma of Innovation Management in SMEs

Cited by 12 publications

References 89 publications

Barriers to Agile Project Management Implementation: Findings from a Systematic Literature Review

Barriers to Agile Project Management Implementation: Findings from a Systematic Literature Review

The Impact of Proactive Resilience Strategies on Organizational Performance: Role of Ambidextrous and Dynamic Capabilities of SMEs in Manufacturing Sector

The novelty-centered business model: a transition mechanism between exploration and exploitation in SMEs

Contact Info

Product

Resources

About