Ambidextrous balance and channel innovation ability in Chinese business circles: The mediating effect of knowledge inertia and guanxi inertia

Fu, Xiaorong; Luan, Rui; Wu, Heng‐Hui; Zhu, Wenting; Pang, Jing

doi:10.1016/j.indmarman.2020.11.005

Cited by 30 publications

(42 citation statements)

References 102 publications

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“…The result implies that a focal firm should equalize resource deployment and pursue the alignment or close match of B2B DPCs on both sides. The balancing strategy introduced in this study contributes to the literature (Fu et al, 2021) by confirming the role of equalizing investments in process capabilities with suppliers as well as with customers/distributors. These findings also provide the guidance of future research on the integration of boundary-spanning processes in the digital operations environment.…”

Section: Theoretical Implicationssupporting

confidence: 54%

The coordination effect of B2B digital process capabilities on competitive performance: balancing or complementing

Zhu

Lin

Jiang

et al. 2021

JEIM

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PurposeThe purpose of this paper is to investigate the consequences of two strategies of coordinating the online procurement capability and the online channel management capability on competitive performance.Design/methodology/approachA research model is presented to examine the performance impacts of these two coordination strategies, namely the balancing strategy (achieving a close match relationship) and the complementing strategy (maintaining the synergy effect), and tested using firm-level data collected from 196 manufacturing firms in China. Garen's two-stage econometric technique was used to identify the impacts of two coordination strategies on competitive performance.FindingsOur study discusses and compares two different coordination strategies of mitigating the operational tensions across processes and deploying resource configurations for improving competitive performance. Our results show that while the balancing strategy can mitigate the risks resulted, the complementing strategy does not create synergistic effects on the focal firms' competitive performance.Originality/valueThe results extend our understanding of the nature of B2B digital process coordination both in IS management and supply chain operations.

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Section: Theoretical Implicationssupporting

confidence: 54%

The coordination effect of B2B digital process capabilities on competitive performance: balancing or complementing

Zhu

Lin

Jiang

et al. 2021

JEIM

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“…Simultaneously, if it only focuses on exploration strategies, its financial viability may be compromised. Hence, recent research reinforces the idea that ambidextrous firms can achieve higher innovation levels in the medium and long term (Benitez et al 2018 ; Ferreira et al 2020 ) although more empirical evidence in this research field is still required (Fu et al 2021 ). Therefore, we posit:…”

Section: Theoretical Framework and Hypotheses Developmentmentioning

confidence: 64%

“…This result draws our attention to the role that organizational ambidexterity has in predicting higher levels of innovation relative to the competition. Despite the conventional wisdom that links ambidexterity and innovation capability, empirical studies on this topic are still scarce (Benitez et al 2018 ; Fu et al 2021 ), moreover, referred to sustainable innovation (Peters and Buijs 2021 ). In addition, as innovation prevents natural obsolescence for a firm’s market offering, and therefore, intervenes as a key factor in determining a firm’s profitability and growth potential (Crossan and Apaydin 2010 ; Clausen and Ficther 2019 ), our study confirms that high levels of organizational innovation capability imply more elevated levels of cash flow.…”

Section: Discussionmentioning

confidence: 99%

Key capabilities for frugal innovation in developed economies: insights into the current transition towards sustainability

Sánchez

Vijande

2022

Sustain Sci

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Frugal innovation has become a requirement for success in resource-scarce environments, a situation that the COVID-19 pandemic has exacerbated. In this context, the literature has developed several frugal innovation approaches for promoting sustainability, but there is no a widely accepted theory nor a predominant paradigm given the incipient and relatively new nature of a research domain that requires further studies. There is also a high potential for under-exploited markets, represented by low-income consumers who no longer concentrate on developing countries and where there is a cumulative number of consumers with minimal spending capacity, rising income distribution inequality, and the increasing polarization of wealth and risk of poverty. This paper contributes to the literature by examining from a Resource-Based View perspective, the critical role of two key organizational capabilities, namely market-focused learning and organizational ambidexterity, to develop firms’ innovation capability in low-end markets due to the unique characteristics of these markets. In doing so, the study employs partial least squares structural equation modeling (PLS-SEM) with a sample of 190 manufacturing firms to provide empirical support to our theoretical predictions that establish that: (1) market-focused learning capability drives organizational ambidexterity, (2) market-focused learning capability and organizational ambidexterity foster organizational innovation capability, which, ultimately, affects cash flow, and (3) market-focused learning capability has a stronger effect on organizational innovation capability in low-end markets. Contrary to our expectations, organizational ambidexterity has a stronger impact on organizational innovation capability in non-low-end markets, considering that this is the first step to shed light on this issue.

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“…In contrast, the Chinese consumers introduced above may focus more on style and trends. Multiple researchers claim that Chinese consumers' purchase behaviours show some levels of "inertia" and impulsivity, pushed by the high information transparency provided by collectivist culture, which may be defined as irrational (Kuo et al, 2013;Fu et al, 2021). Accepting SFFC should become rational and voluntary for Chinese consumers in the early stages of implementation.…”

Section: Chinese Fast Fashion Consumersmentioning

confidence: 99%

“How Generation Differs”: An Empirical Analysis on Chinese Fast Fashion Consumption

2023

JMCR

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Previous studies implied the different behavioral intention formation of a specific object for individuals in different age groups, but few research to Chinese consumers' sustainable fast fashion behaviour were found considering the enormous amount of consumption and waste of fast fashion products in China. Meanwhile, as a fast developing country, it might be insufficient to conduct research ignoring the consequences of different education level and growing environment among different generations.Data were collected by a professional Chinese company (Wenjuanxing), using a structured questionnaire with closed-ended questions in line measurements in previous literature. In total, 275 respondents participated in the survey. It was then decided to adopt factor analysis, structural equation modelling and hierarchical regression analysis in order to fulfil the purpose of this research.Different outcomes signified the constructs in theory of reasoned actions may have limited prediction power to Chinese culture and consumers, and differs in different age groups. More importantly, age is significantly and positively moderating the path subjective norms to intention in younger generation (18-25), but significantly and positively moderating attitude to intention in consumers aged 26-39.This study suggest that retailers can develop effective marketing program, in order to encourage sustainable consumption among Chinese consumers. In addition, strategies can be designed accordingly with the characteristics of different age group of consumers to achieve maximum effectiveness.This study provides valuable insight into consumer behaviour regarding sustainable consumption among different ages, and how to effectively interpret the differences through a social and psychological perspective. The attempt can also be replicated in other collective companies for marketing sustainable fast-fashion consumption.

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Ambidextrous balance and channel innovation ability in Chinese business circles: The mediating effect of knowledge inertia and guanxi inertia

Cited by 30 publications

References 102 publications

The coordination effect of B2B digital process capabilities on competitive performance: balancing or complementing

The coordination effect of B2B digital process capabilities on competitive performance: balancing or complementing

Key capabilities for frugal innovation in developed economies: insights into the current transition towards sustainability

“How Generation Differs”: An Empirical Analysis on Chinese Fast Fashion Consumption

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