How does technology sourcing in organizational ambidexterity produce high venture performance?

Abstract

Purpose Based on a theoretical framework of ambidexterity in technology sourcing beyond organizational and technological boundaries, this study aims to explore how start-ups balance technology sourcing in organizational ambidexterity (TSOA) to produce high venture performance. Design/methodology/approach A questionnaire survey is distributed among start-ups in the science and technology park of a university in eastern China, producing a total of 45 valid responses. The fuzzy-set approach to qualitative comparative analysis is used in this study. Findings The findings show that start-ups achieve high venture performance through external technology sourcing (external exploration and exploitation) in the initial stage. In the growth stage, start-ups adopt external and internal technology sourcing (internal exploration and exploitation) to produce high venture performance. The technology sourcing strategy in ambidextrous activity for start-ups is punctuated equilibrium and evolving from the external ambidexterity to internally and externally coordinate ambidexterity at entrepreneurial stages. Originality/value This study creatively adopts configuration-based thinking to investigate how to balance TSOA for high venture performance, extending the literature on technology sourcing and contributing to the balance theory of exploration and exploitation.