Organizational ambidexterity from the emerging market perspective: A review and research agenda

Abstract

Ambidexterity is an important driver of organizational success to meet the future needs of fast‐changing markets. Building on the organizational ambidexterity (OA) literature, this study investigates the concept of OA from the emerging market perspective. It adopts semantic network analysis and meta‐analysis to identify the factors affecting OA in emerging markets. Semantic network analysis measures degree and eigenvector centralities to understand how the studied words are connected to OA in emerging markets. Meta‐analysis summarizes the factors affecting OA in the emerging markets and categorizes them as homogenous or heterogeneous. The results reveal the homogeneity in factors such as firm age, firm size, research and development intensity, top management team (TMT) size, environment instability, ownership, competitive intensity, risk aversion, and international experience, and the heterogeneity in factors such as innovation, firm performance, technological turbulence, new product development, slack resources, TMT social, and market orientation. Future research directions and managerial implications are discussed.

Developing structural modelling of inter-partner factors of international joint ventures performance

“…On the other hand, we may utilise a technique called the analytic hierarchy process (AHP) technique, which is a decision-making technique that takes into account both qualitative and quantitative elements, and the evaluation is carried out mathematically. In this study, we solely analyse the factors' relationships in a qualitative manner (Patri and Suresh, 2017; Batra and Dhir, 2022). Additionally, only a limited number of criteria may be handled at various levels of evaluation using AHP, and no causal hierarchical model can be produced.…”

Toward improved international joint ventures performance in India: the mediating role of ambidexterity and the moderating role of environmental dynamism

“…Technology transfer and performance of IJVs. Technology transfer is a process by which technology is transmitted to IJVs, ultimately enhancing their technological capability (Batra and Dhir, 2022a;Siaw et al, 2022). IJVs are often regarded as the most effective means of transferring knowledge and technology across borders, as they offer an appropriate channel, which is difficult to achieve without setting up IJVs because of cultural, legal and institutional differences (Chatterjee et al, 2021;Kogut and Zander, 2003).…”

Ambidextrous organizations in and from emerging markets—Editors' special issue introduction

“…The final paper by Batra, Preethi, and Dhir (2022) titled “ Organizational Ambidexterity from the emerging market's perspective: A review and research agenda ” uses semantic and meta‐analysis to understand the factors affecting organizational ambidexterity in the context of emerging market. The authors find similarities in firm age, and size, research and development intensity, top management team (TMT) size, environment instability, ownership, competitive intensity, risk aversion, and international experience and differences in innovation, firm performance, technological turbulence, new product development, slack resources, TMT social, and market orientation.…”