The Role of External Embeddedness and Knowledge Management as Antecedents of Ambidexterity and Performances in Italian SMEs

Dezi, Luca; Ferraris, Alberto; Papa, Armando; Vrontis, Demetris

doi:10.1109/tem.2019.2916378

Cited by 126 publications

(138 citation statements)

References 81 publications

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“…For example, hotels can collaborate with technological firms to apply and integrate new advances (e.g., applying the Internet of Things or artificial intelligence to its processes) in pollution prevention, efficiency, digital transformation of buildings, or even to develop new processes. Contact with richer information and knowledge enhances ambidexterity [55]. Access to external knowledge enables firms to expand their knowledge base, which could be integrated with internal knowledge to foster ambidexterity, through the improvement of current skills and processes or through the development of new ones, and access to new knowledge is beneficial for both [51].…”

Section: Hypotheses Developmentmentioning

confidence: 99%

“…Therefore, collaboration provides a source of knowledge that impacts positively on the implementation of exploration and exploitation [54,56]. Knowledge exchanges with external sources could benefit the firm for the development of new products or services and new markets, and for the improvement of existing ones [55]. Partners support and complement firm exploration and exploitation with new resources [50].…”

Section: Hypotheses Developmentmentioning

confidence: 99%

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Ambidexterity, Alliances and Environmental Management System Adoption in Spanish Hotels

Boronat-Navarro

García-Joerger

2019

Sustainability

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Competitiveness in the hotel sector and its effect on the environment involves integrating environmental issues in hotel management. Current environmental challenges often require firms to cope with contradictory processes. Ambidexterity is a firm’s capability to deal with conflicting demands and could be helpful in increasing a firm’s environmental management system (EMS) adoption. Furthermore, given the complexity of technological advances, environmental requirements demand inter-firm collaboration. The aim of this study is to further an understanding of how hotels can increase EMS adoption by providing a framework of the contributing effect of alliances and ambidexterity. Results from tests using logistic regression and bootstrapping techniques on a sample of 306 Spanish hotels confirm the importance of ambidexterity because of its positive and direct effect on EMS adoption, and because of the mediating effect, which helps transform the benefits of firms’ participation in strategic alliances into their adoption of EMS. This study contributes to the literature on ambidexterity by highlighting the importance for firms to develop this capability. It also contributes to a better understanding of the drivers of EMS adoption, introducing the integrated effect of hotel participation in alliances and ambidexterity. Hotel managers should endeavor to develop ambidexterity capability to facilitate EMS adoption.

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Section: Hypotheses Developmentmentioning

confidence: 99%

Section: Hypotheses Developmentmentioning

confidence: 99%

Ambidexterity, Alliances and Environmental Management System Adoption in Spanish Hotels

Boronat-Navarro

García-Joerger

2019

Sustainability

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“…Furthermore, extant literature also indicates a strong positive relationship between KM and MP (Aboelmaged, 2014;Tan & Wong, 2015). Dezi et al (2019) asserted that merely access to knowledge would not ensure OA within the firm, and consequently, a proper KM is still required. From all these perspectives, it appears that there is a connection between KM, OA, and MP.…”

Section: Manufacturing Performancementioning

confidence: 99%

“…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).…”

Section: Organizational Ambidexteritymentioning

confidence: 99%

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

Seng¹,

Tan²

2020

IJIM

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Fourth Industrial Revolution (IR4.0) is changing the landscape of global manufacturing. As a developing nation, Malaysia’s manufacturing sector is a leading contributor to the nation’s GDP but its growth is in declining mode recently. Facing competition from countries with lower labour cost, Malaysia needs alternative ways to achieve competitive advantage. Many of its manufacturers are new to IR4.0 and also cautious of investing in such technologies to increase its manufacturing performance. Realizing this, Malaysia’s government introduced a policy on IR4.0 by focusing on the people, process and technology. The goal is to increase the skill set of the existing workforce through knowledge enhancement and adoption of advance manufacturing technologies. However, high level of transformation is needed, collaboration with external parties is important, and internal business processes and operating models need to change too. Many of them are lack in slack resources to pursue both explorative and exploitative learning. Organizational ambidexterity, which is the ability of a firm to manage both of these activities is crucial for proper knowledge management and improving manufacturing performance. The objective of this paper is to examine such interconnection from the context of a developing country as information from extant literature is scarce, especially on the balanced approach to source, transfer and protect the knowledge for optimum gain in manufacturing performance. Three main activities of knowledge management will be examined namely external knowledge sourcing, knowledge mobility and knowledge protection. The inclusive of knowledge protection also narrow the literature gap as it tends to be left out in previous studies due to its conflicting nature with other knowledge management activities. All the hypotheses and resulted conceptual model will be grounded with theories of Resource-Based view (RBV), Knowledge-Based View (KBV), Dynamic Capabilities and OA.

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“…Without these characteristics it is simply information and its meaning and value for the company is challenging to define [4]. Nevertheless, focusing on knowledge management may support companies' ambidexterity and competitiveness [5].…”

Section: Introductionmentioning

confidence: 99%

Knowledge, Competences and Competitive Advantage of the Green-Technology Companies in Poland

2020

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The article deals with the issue of competitive advantages based on the knowledge of Polish green-technology companies. It aims to identify the sources of knowledge and indicate companies’ competences in acquiring knowledge, which are believed to be the basis of their market success. Empirical research presented in this article was based on qualitative studies using in-depth interviews. The obtained results allowed to identify the most important sources of knowledge that can be structured into the following pillars: research and development works, knowledge on the competitors, customers and recipients, green technology domestic market, and foreign markets for green technologies. Moreover, it allowed to identify the competences of green-technology companies in Poland and describe the process of acquiring these competences. The analysis of the collected data and the obtained results allowed to create a model of acquiring new knowledge by green-technology companies in Poland, which serves as a basis for these companies to gain distinctive competences.

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The Role of External Embeddedness and Knowledge Management as Antecedents of Ambidexterity and Performances in Italian SMEs

Cited by 126 publications

References 81 publications

Ambidexterity, Alliances and Environmental Management System Adoption in Spanish Hotels

Ambidexterity, Alliances and Environmental Management System Adoption in Spanish Hotels

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

Knowledge, Competences and Competitive Advantage of the Green-Technology Companies in Poland

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