The effects of strategic orientation on operational ambidexterity: A study of indian SMEs in the industry 4.0 era

Sustainable supply chain management towards disruption and organizational ambidexterity: A data driven analysis

“…However, empirical ambidexterity study is still scarce, especially at the SC level. The SC resources require better utilization, while studies on the necessary capabilities to develop competency ambidexterity is limited ( Hodgkinson et al, 2014 ; Turner et al, 2013 , 2015 ; Sahi et al, 2020 ).…”

“…Prior studies have designedly preferred to assess the combined effect of exploration and exploitation on firm performance ( Uotila et al, 2009 ; Gualandris et al, 2018 ; Bravo et al, 2018 ). Sahi et al (2020) measure the strategic orientation effects, such as market and business tactical positioning, on operational exploitational and explorational ambidexterity for improving business performance and found that small and medium firms’ entrepreneurial and market orientations has greater prominence on explorative operational activities, and exploitative operational activities has high impacts on entrepreneurial orientation. Gomes et al (2020) studied how ambidextrously exploitational and explorational quality management supports to production environmental sustainability development and presented evidences to quality management ambidexterity, the quality exploitation and exploration synchronized practices for improving organizational ambidexterity capabilities and achieve sustainability goals.…”

“…In contrast, firms develop the ambidexterity by attaining and sustaining a balance between (1) exploitation, such as exploit value from resources, existing markets, and competency, to guarantee contemporary practicality; and (2) exploration, such as explore new products, markets, and opportunities, to warrant future feasibility ( Guan and Liu, 2016 ; Khan et al, 2019 ; Phelps, 2010 ; Sahi et al, 2020 ; Wang et al, 2014 ; Yan and Guan, 2018 ). Balanced ambidexterity is pursued in an impartial means.…”

“…Zhao et al (2021) argued that exploratory innovation not only reserves and enriches the existing knowledge, but also generates new materials or technologies compared with the exploitative innovation. The resources switching from exploitation to exploration and reverse might threaten the firms’ operational functions ( Sahi et al, 2020 ). Prior study is hard to scrutinize the antecedent's effects and of different ambidexterity outcomes.…”

Knowledge Management, Organizational Ambidexterity, and Manufacturing Performance in the Era of Industry 4.0: A Proposed Model

“…Strategic management literature refers to such ability as pursuing both the exploration and exploitation activities, and according to March (1991), both these activities are mutually exclusive, and the firm needs to strive for the right balance between them to gain business sustainability and growth. After the seminal work of March (1991) on OA concerning technological innovation, many scholars started to examine this concept from various research areas, and it is usually related to organizational learning (Patel et al, 2012), strategic management (Dezi et al, 2019), technological innovation (March, 1991) and business orientation (Sahi et al, 2019). Some scholars claimed that it is always a challenge for a firm to implement flexibility (exploration) and quality (exploitation) production strategy simultaneously as both require different capabilities and usually firm ended up choosing either one of them (Qamar et al, 2019).…”