What drives SME explorative-exploitative alliance formation: an integrated perspective

Prasad, Ch. V. V. S. N. V.; Prabhudesai, Rohit

doi:10.1504/ijbir.2018.088471

“…It is a multidimensional construct with performance indicators such as firm growth or firm productivity having a diverse association with the explanatory variables. Also, there is a constant tension between explanatory variables (Andriopoulos and Lewis, 2009; Voss and Voss, 2013; Prasad and Prabhudesai, 2018). Such as investment in physical capital or internationalisation in SMEs is such that they moderate the effect of R&D on firm performance.…”

Section: Discussionmentioning

confidence: 99%

“…These policies should enable SMEs to ease out domain tensions through resource endowments to SMEs. Policymakers should help start-ups, entrepreneurs and SMEs understand the dynamics of ambidextrous innovation and the virtues of such an approach (Colclough et al , 2019; Prasad and Prabhudesai, 2018).…”

Section: Discussionmentioning

confidence: 99%

Examining the determinants of small firms' performance in India

Sinha

¹

,

Mishra

²

,

Rl

³

et al. 2021

IJPPM

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PurposeThe objective of the study is to analyse the impact of research and development investment on the firm performance of “small” scale firms vis-a-vis “medium”-scale firms.Design/methodology/approachThe dataset comprised of a balanced panel of 486 research and development conducting Indian manufacturing small and medium enterprises, constructed for the period of 2006–2017. Fixed Effects, Random Effects Model and Hausmann test were used to analyse the determinants of firm performance in manufacturing small and medium enterprises in India.FindingsIt was found that from firms’ research and development (R&D) investments in terms of performance could be attained if simultaneously internationalisation and higher capital intensity could be achieved.Practical implicationsManagers could pay specific attention to the antecedents of firm performance and calibrate their R&D investment, internationalisation efforts and capital intensity simultaneously to achieve higher growth and productivity. For policymakers, the results provide an insight into how the firms in both categories could be differently incentivised, such that resources are better utilised.Originality/valueThe study analysed the determinants of firm performance in small and medium-sized firms at a disaggregate level as well as at a sectoral level using fixed effects, random effects and lagged effects to arrive at novel results, which have important implications for their competitiveness.

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“…Unlike exploitation, 'exploration' in organisational learning refers to experimentation and the pursuit of new opportunities (March, 1991;Prasad and Prabhudesai, 2018;Wilden et al, 2018). One advantage of exploration is that organisations experience various activities and contexts, which leads to an accumulation of diverse knowledge stocks (Barkema and Vermeulen, 1998;Walsh, 1995;Zollo and Winter, 2002).…”

Section: Organisational Ambidexteritymentioning

confidence: 99%

National culture as a moderator in ambidexterity-performance relationships: a meta-analysis

Lim

¹

,

António

²

2020

IJBIR

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This meta-analysis uses 44 existing studies conducted in single-nation contexts (k = 44), constituting an aggregated sample of 20,886 observations (N = 20,886), to assess the potential moderating role of national culture on organisational ambidexterity-performance relationships. The results indicate an overall positive ambidexterity-performance link, which is stronger in countries with low levels of institutional collectivism, high levels of in-group collectivism, low levels of future orientation, low levels of performance orientation, and low levels of uncertainty avoidance. Additionally, counter to expectation, results suggest that the ambidexterity-performance relationship is stronger in countries with high levels of power distance.

show abstract

“…Unlike exploitation, 'exploration' in organisational learning refers to experimentation and the pursuit of new opportunities (March, 1991;Prasad and Prabhudesai, 2018;Wilden et al, 2018). One advantage of exploration is that organisations experience various activities and contexts, which leads to an accumulation of diverse knowledge stocks (Barkema and Vermeulen, 1998;Walsh, 1995;Zollo and Winter, 2002).…”

Section: Organisational Ambidexteritymentioning

confidence: 99%

National culture as a moderator in ambidexterity-performance relationships: a meta-analysis

Lim

¹

,

António

²

2020

IJBIR

0

View full text Add to dashboard Cite

This meta-analysis uses 44 existing studies conducted in single-nation contexts (k = 44), constituting an aggregated sample of 20,886 observations (N = 20,886), to assess the potential moderating role of national culture on organisational ambidexterity-performance relationships. The results indicate an overall positive ambidexterity-performance link, which is stronger in countries with low levels of institutional collectivism, high levels of in-group collectivism, low levels of future orientation, low levels of performance orientation, and low levels of uncertainty avoidance. Additionally, counter to expectation, results suggest that the ambidexterity-performance relationship is stronger in countries with high levels of power distance.

show abstract

What drives SME explorative-exploitative alliance formation: an integrated perspective

Cited by 6 publications

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Examining the determinants of small firms' performance in India

Examining the determinants of small firms' performance in India

National culture as a moderator in ambidexterity-performance relationships: a meta-analysis

National culture as a moderator in ambidexterity-performance relationships: a meta-analysis

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