Abstract
This study seeks to investigate the antecedents of Small and median-sized enterprises’ (SMEs’) ambidexterity strategy, and also to explore the association between ambidexterity strategy and SMEs’ performance with internationalisation as a moderator. Based on a longitudinal panel data set of 225 Taiwan SMEs, we testify the proposed hypotheses with STATA 10.0 by a series of panel data analysis. The empirical results show that both learning capability and top management team heterogeneity positively relate with SMEs’ ambidexterity strategy, while SMEs’ network capability cannot predict ambidexterity strategy. We also find that there is an ‘S’ shape relationship between ambidexterity strategy and SMEs’ performance, and this relationship is negatively moderated by the degree of internationalisation. Theoretical and managerial implications are discussed.
| Original language | English |
|---|---|
| Pages (from-to) | 986-1001 |
| Number of pages | 16 |
| Journal | Technology Analysis and Strategic Management |
| Volume | 31 |
| Issue number | 8 |
| DOIs | |
| Publication status | Published - 2019 Aug 3 |
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All Science Journal Classification (ASJC) codes
- Strategy and Management
- Management Science and Operations Research
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Antecedents of strategic ambidexterity in the context of internationalisation : a panel study of Taiwan Small and median-sized enterprises. / Tsai, Huei-Ting; Ren, Shengce.
In: Technology Analysis and Strategic Management, Vol. 31, No. 8, 03.08.2019, p. 986-1001.Research output: Contribution to journal › Article
TY - JOUR
T1 - Antecedents of strategic ambidexterity in the context of internationalisation
T2 - a panel study of Taiwan Small and median-sized enterprises
AU - Tsai, Huei-Ting
AU - Ren, Shengce
PY - 2019/8/3
Y1 - 2019/8/3
N2 - This study seeks to investigate the antecedents of Small and median-sized enterprises’ (SMEs’) ambidexterity strategy, and also to explore the association between ambidexterity strategy and SMEs’ performance with internationalisation as a moderator. Based on a longitudinal panel data set of 225 Taiwan SMEs, we testify the proposed hypotheses with STATA 10.0 by a series of panel data analysis. The empirical results show that both learning capability and top management team heterogeneity positively relate with SMEs’ ambidexterity strategy, while SMEs’ network capability cannot predict ambidexterity strategy. We also find that there is an ‘S’ shape relationship between ambidexterity strategy and SMEs’ performance, and this relationship is negatively moderated by the degree of internationalisation. Theoretical and managerial implications are discussed.
AB - This study seeks to investigate the antecedents of Small and median-sized enterprises’ (SMEs’) ambidexterity strategy, and also to explore the association between ambidexterity strategy and SMEs’ performance with internationalisation as a moderator. Based on a longitudinal panel data set of 225 Taiwan SMEs, we testify the proposed hypotheses with STATA 10.0 by a series of panel data analysis. The empirical results show that both learning capability and top management team heterogeneity positively relate with SMEs’ ambidexterity strategy, while SMEs’ network capability cannot predict ambidexterity strategy. We also find that there is an ‘S’ shape relationship between ambidexterity strategy and SMEs’ performance, and this relationship is negatively moderated by the degree of internationalisation. Theoretical and managerial implications are discussed.
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UR - http://www.scopus.com/inward/citedby.url?scp=85067360243&partnerID=8YFLogxK
U2 - 10.1080/09537325.2019.1582764
DO - 10.1080/09537325.2019.1582764
M3 - Article
AN - SCOPUS:85067360243
VL - 31
SP - 986
EP - 1001
JO - Technology Analysis and Strategic Management
JF - Technology Analysis and Strategic Management
SN - 0953-7325
IS - 8
ER -