Antecedents of strategic ambidexterity in the context of internationalisation: a panel study of Taiwan Small and median-sized enterprises

Huei Ting Tsai, Shengce Ren

Research output: Contribution to journalArticlepeer-review

3 Citations (Scopus)

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 languageEnglish
Pages (from-to)986-1001
Number of pages16
JournalTechnology Analysis and Strategic Management
Volume31
Issue number8
DOIs
Publication statusPublished - 2019 Aug 3

All Science Journal Classification (ASJC) codes

  • Strategy and Management
  • Management Science and Operations Research

Fingerprint Dive into the research topics of 'Antecedents of strategic ambidexterity in the context of internationalisation: a panel study of Taiwan Small and median-sized enterprises'. Together they form a unique fingerprint.

Cite this