No abstract

No abstract

Purpose Most literature on ambidexterity has focused on large firms and on the influence of internal issues in this strategy, that is, organizational structures, top management integration, or internal knowledge management processes (Lutbatkin et al., 2006; Chang et al., 2011; Lee and Huang, 2012). The purpose of this paper is to assess small- to medium-sized enterprises (SMEs)’ ambidexterity strategies during economic recession periods in comparison with those of large firms and identify the managerial external capabilities which are associated with the development of SMEs’ ambidexterity. Design/methodology/approach A multinomial logit model and a probit model are proposed and tested using data collected from 2,150 Spanish firms during the period of 2009-2013. Findings The data analysis reveals that SMEs develop more ambidextrous innovation strategies in recession periods than larger firms do. Moreover, two managerial external capabilities have been identified as drivers of SMEs’ ambidextrous behavior in crisis periods: first, the capability of top management to anticipate scenarios; and second, the capacity to acquire adequate external resources through co-operation. Practical implications The results show that SME managers wanting to develop ambidextrous strategies in recession periods have to forecast scenarios in terms of innovation difficulties and strengthen their resources through co-operation. Implementation of public policy is encouraged to support these capabilities, thus enhancing SME sustainability in uncertain contexts. Originality/value Prior studies have paid little attention to the role of external capabilities. Although their role was revealed as a relevant dimension in the study of SME ambidexterity in adverse contexts by Cao et al. (2010), it remained underexplored. This paper aims to fill this gap.

Firms engage in contractual R&D agreements for several reasons, including product innovation motives, firm performance goals, and technological diversification. This article demonstrates that firms also might enter into external collaborations to penetrate new markets. This study therefore explores both the effects and the strategic risks of contractual R&D agreements and their related knowledge structures for a firm's capacity to diversify into new markets. Drawing on a novel panel data set obtained from 102 Fortune high‐tech firms, the authors demonstrate that strategic alliances enable knowledge‐integrated firms to penetrate new businesses; however, these organizations should be cautious about engaging in licensing‐in agreements, which have negative effects on product diversification.

AbstrctEchoing previous contributions on 'STI and DUI innovation modes' (Science and technology-based Innovation, and Innovation based on learning-by-Doing, by-Using and by-Interacting), this study discusses their role in SME ability to develop novel products. In particular, the RTH model (based on Research, Technology and Human Resource Management) is proposed so as to describe the most effective approach taken by innovative SMEs. In this way, some structural limitations of those modes is overcome, mainly the ambiguous nature of technology that swings between the two primordial innovation modes (STI and DUI).On these bases, the STI and DUI modes are changed for a more empirical identification of business innovation modes centered on differentiating between three separate drivers of innovation: Research (R), non-R&D Technology (T), and Human Resource management (HRM). These are empirically rearranged in specific innovation profiles, which can be re-grouped into empirically-based innovation modes. This novelty can illustrate the more practical approaches to innovation taken by firms, particularly in contexts in which the development and exploitation of science and technology drivers diverge (e.g. firms focused on adopting new technologies without investing in R&D activities and infrastructure: the case of transition economies).The study focuses on analyzing how different drivers of innovation can be effectively aggregated within a firm to support its ability to produce innovation. With this objective in mind, we propose a new research instrument -RTH model -and test in on a sample of SMEs in the ICT sphere that operates in a technologyfollower country in transition, Belarus. The results of the econometric analyses show insightful outcomes, i.e. the novelty of product innovation is more sensitive to the Technology and Human Resource Management (HRM) drivers than to the Research driver.