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1 janvier 2022
- handle: 10670/1.rhawt3
Ce document est lié à :
10.4067/S0718-27242022000100038
info:eu-repo/semantics/openAccess
Mots-clés
organizational ambidexterity interorganizational ambidexterity firm performance exploitation exploration co-exploitation co-explorationSujets proches
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Miguel Solís-Molina et al., « Performance implications of organizational and interorganizational ambidexterity », Journal of Technology Management & Innovation, ID : 10670/1.rhawt3
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Résumé
In the pursuit of higher performance, firms often complement their exploitation- and exploration-based innovations with activities of co-exploitation and co-exploration with other organizations. Previous studies have examined organizational and interorganizational implications of ambidexterity in a separate way. However, we combine internal and external contributions of exploitation and exploration by analyzing the moderating role of interorganizational ambidexterity in the relationship between organizational ambidexterity and firm performance. Data are collected from a sample of 245 manufacturing companies that developed exploitation- and exploration-based innovations. A regression model is estimated to test the hypothesis. The results suggest that firms reach superior performance by developing a balance between high levels of organizational and interorganizational ambidexterity simultaneously.