Facilitating and Inhibiting Effects of Organisational Ambidexterity in SME: an Analysis Centred on SME Characteristics

Andrade, José; Franco, Mário; Mendes, Luís

doi:10.1007/s13132-021-00831-9

Cited by 17 publications

(8 citation statements)

References 143 publications

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“…Acquisitions have an evident influence on organizations’ innovation performance ( Strobl et al, 2022 ). This evaluation is critical for organizational learning and innovation because it clarifies how companies receive and use knowledge resources ( Andrade et al, 2022 ). Some theories of technological evolution suggest that an increased knowledge base leads to increased innovativeness ( Pan et al, 2022 ).…”

Section: Review Of Literature and Hypotheses Developmentmentioning

confidence: 99%

Role of Technological Acquisition and R&D Expenditure in Innovative Investment

2022

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Despite the mounting importance of digitalization among industries and the corporate sector, the stress on the transformation of business operations is limited, thus creating a gap in the literature. The current study aims at determining the role of technological acquisition and research and development (R&D) expenditure in innovative investment. Technological acquisition and R&D are two crucial indicators of digital innovation. Therefore, to understand this, the current study collected data using a questionnaire survey method from 341 employees of the R&D department in the corporate sector of China. Data analysis was performed using the structural equation modeling (SEM) technique. The software used for the statistical analysis of the data was Smart-PLS. Results of the study showed a significant relationship between the independent variables (technological acquisition and R&D) and the dependent variables (innovative investment and attitude toward digital innovation). The study also found that attitude toward digital innovation among the employees positively and significantly impacted innovative investment. Moreover, attitude toward digital innovation acts as a partial mediator between technological acquisition and innovative investment, and R&D and innovative investment. Furthermore, technological culture significantly moderated the relationship between technological acquisition and innovative investment, but did not moderate the relationship between R&D and innovative investment. Henceforth, to practically imply the present study, it is important to ensure the use of the technology is made common by providing training to the employees so that the technical skills of the employees can be polished and utilized for the betterment of the firm.

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Section: Review Of Literature and Hypotheses Developmentmentioning

confidence: 99%

Role of Technological Acquisition and R&D Expenditure in Innovative Investment

2022

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“…In fact, it is even more important for SMEs to actively engage in AL because this can help SMEs make the best use of their limited resources (e.g., knowledge). In addition, since SMEs are closer to the market and have shorter product development cycles, they can rapidly acquire, utilize, and export relevant knowledge (Andrade et al, 2023). In other words, AL can provide SMEs with relevant knowledge for digital technology development.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In this way, SMEs can generate new values efficiently and capture high market profits. Furthermore, since SMEs generally have shorter product development cycles than large enterprises (Andrade et al, 2023), they can improve their products in a timely manner to meet customers' needs. This also means that SMEs are more likely to gain a SCA through DI.…”

Section: Literature Reviewmentioning

confidence: 99%

Is ambidextrous learning a driver for SMEs' sustainable competitive advantage in the digital era? An empirical study of SMEs in Nanjing, China

Lyu,

Peng,

Yang

et al. 2023

Corp Soc Responsibility Env

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In the digital era, digital innovation (DI) has become the first choice for many enterprises to create sustainable competitive advantage (SCA). How to effectively realize DI has become the focus of enterprises. Since ambidextrous learning (AL) provides two paths of knowledge acquisition, it can provide sufficient knowledge for corporate DI. However, this is not an easy task for small and medium enterprises (SMEs) given the dilemma of relatively scarce resources. Therefore, the aim of this study is to investigate whether AL can be a driving force for SMEs to build a SCA in the digital era. Meanwhile, this study intends to analyze the roles of DI and digital culture (DC) in the above relationship. Research data were obtained from leaders of 289 knowledge‐intensive SMEs in Nanjing, China. Through theoretical analysis and empirical testing, this study has obtained some findings. First, AL can be more effective in enhancing SMEs' SCA than exploratory or exploitative learning. Second, DI mediates the relationship between AL and SCA. Finally, DC can reinforce the mediating role of DI between AL and SCA. These findings reveal the influence mechanism between AL and SMEs' SCA in the digital era. In addition, this study helps us better understand how DI and DC operate within the above mechanism. Meanwhile, this study provides decision support for SMEs to establish SCAs in the digital era.

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“…Recent research has found that strategic agility in SMEs is innate (Arbussa et al , 2017; Neirotti and Raguseo, 2017; Yeow et al , 2018). To innovate, SMEs must manage organizational ambidexterity (OA) –the conflicts between exploratory and exploitative learning modes – due to limited resources (Andrade et al , 2022; Chang and Hughes, 2012).…”

Section: Introductionmentioning

confidence: 99%

“…Several studies have highlighted the gaps in our understanding of HR practices in knowledge-intensive SMEs (Adla et al , 2020; Csizmadia et al , 2022; Harney and Alkhalaf, 2021) including from emerging markets (Ghosh et al , 2023). Some studies have examined barriers and enablers of ambidexterity in SMEs (Andrade et al , 2022), yet explanations from emerging market knowledge-intensive SMEs are still limited (Malik et al , 2022b, 2022c). Additionally, several institutional gaps and resource shortages have been noted as significant challenges for small, medium and even big family enterprises in emerging markets, such as India (Malik et al , 2022b, 2022c).…”

Section: Introductionmentioning

confidence: 99%

Unlocking the relationship between ambidextrous leadership style and HRM practices in knowledge-intensive SMES

Malik,

Gupta,

Gugnani

et al. 2024

JKM

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Purpose This paper aims to explore the relationship between owner-manager or leader’s ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility. Design/methodology/approach This study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India’s information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses. Findings The findings suggest that the knowledge-intensive SME’s strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader’s ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes. Originality/value Recent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader’s philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs.

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Facilitating and Inhibiting Effects of Organisational Ambidexterity in SME: an Analysis Centred on SME Characteristics

Cited by 17 publications

References 143 publications

Role of Technological Acquisition and R&D Expenditure in Innovative Investment

Role of Technological Acquisition and R&D Expenditure in Innovative Investment

Is ambidextrous learning a driver for SMEs' sustainable competitive advantage in the digital era? An empirical study of SMEs in Nanjing, China

Unlocking the relationship between ambidextrous leadership style and HRM practices in knowledge-intensive SMES

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