More structure or better social practices? Using a contingency lens to address ambidexterity gaps in innovative SMEs

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dc.contributor.authorRojas-Cordova, Carolina
dc.contributor.authorPertuze, Julio A.
dc.contributor.authorWilliamson, Amanda Jasmine
dc.contributor.authorLeatherbee, Michael
dc.date.accessioned2025-01-20T20:21:47Z
dc.date.available2025-01-20T20:21:47Z
dc.date.issued2023
dc.description.abstractPurpose Environmental uncertainty (EU) and firm size (FS) generate inertial forces that can push small and medium-sized enterprises (SMEs) to emphasize either exploration or exploitation. In this article, the authors explore how structural (e.g. formal processes, control and discipline) and social (e.g. employee support and decision-making involvement) managerial instruments counteract such inertial forces and enable SME ambidexterity. Building on the organization-context literature, the authors propose a model in which EU and firms' size moderate the relationship between structural and social managerial instruments on SME ambidexterity. Design/methodology/approach The authors examined a moderation model using surveys of chief executive officers (CEOs) and performance archival data from 237 Chilean SMEs. Findings The authors find that the positive effect of structure on SME ambidexterity decreases with FS. In contrast, social instruments have a positive effect on ambidexterity for larger firms, especially for those operating in uncertain environments. In cases in which EU and firms' size reinforce the exploration or exploitation tendencies of SMEs, structural and social instruments play a complementary role in achieving ambidexterity. Originality/value The authors contribute by proposing a contingent mix of structural and social instruments to enable SME ambidexterity. These results inform policymakers and SME managers by suggesting strategies to promote ambidexterity based on firms' size and EU.
dc.fuente.origenWOS
dc.identifier.doi10.1108/IJOEM-04-2021-0572
dc.identifier.eissn1746-8817
dc.identifier.issn1746-8809
dc.identifier.urihttps://doi.org/10.1108/IJOEM-04-2021-0572
dc.identifier.urihttps://repositorio.uc.cl/handle/11534/92644
dc.identifier.wosidWOS:000773949900001
dc.issue.numero12
dc.language.isoen
dc.pagina.final5606
dc.pagina.inicio5581
dc.revistaInternational journal of emerging markets
dc.rightsacceso restringido
dc.subjectAmbidexterity
dc.subjectEnvironmental uncertainty
dc.subjectFirm size
dc.subjectContingency theory
dc.subjectSMEs
dc.subjectChile
dc.subject.ods09 Industry, Innovation and Infrastructure
dc.subject.odspa09 Industria, innovación e infraestructura
dc.titleMore structure or better social practices? Using a contingency lens to address ambidexterity gaps in innovative SMEs
dc.typeartículo
dc.volumen18
sipa.indexWOS
sipa.trazabilidadWOS;2025-01-12
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