Strategic Ambidexterity in Small and Medium-Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains
By Glenn B. Voss, Zannie Giraud Voss. Organ. Sci., 2013
430 citations recorded by the source corpus.
Subfields: Management Science and Operations Research, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/a6c71357a0974d4494e6c6271f10e34ba0294cea
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Management Science and Operations Research
- Angeliki Papachroni
- J. Child
- Sotirios Paroutis
- Loizos Heracleous
- Said Elbanna
- Vinit Parida
- Joakim Wincent
- Javier Cenamor
In Strategy and Management
- Vinit Parida
- Rose Narooz
- Joakim Wincent
- Said Elbanna
- J. Child
- Pushyarag Puthusserry
- Joanna Karmowska
- Angeliki Papachroni
Citations in the corpus
- How entrepreneurial SMEs compete through digital platforms: The roles of digital platform capability, network capability and ambidexterity (2019, methodology): “Drawing on the entrepreneurship and ambidexterity literature (Junni, Sarala, Taras, & Tarba, 2013; Li, Su, et al., 2017; March, 1991; Voss & Voss, 2013), this study examines the moderating effects of exploitative and exploratory logics on the relationship between network capability and performance.”
- COVID‐19 crisis and SMEs responses: The role of digital transformation (2021, background): “Thus, an appropriate balance between exploration and exploitation is an important factor for survival and prosperity (March, 1991) but extremely difficult to implement (Tushman & O'Reilly III, 1996), particularly for SMEs (Voss & Voss, 2013).”
- A multidimensional perspective of SME internationalization speed: The influence of entrepreneurial characteristics (2019, background): “However, smaller firms frequently lack the requisite human and financial resources to create the structure to manage increasing organizational complexity and to accrue value from ambidextrous innovation (Voss & Voss, 2013).”
- Organizational Ambidexterity Through the Lens of Paradox Theory (2015, background): “Recent strategy research has advocated dual business models (Markides & Oyon, 2010) as a way for firms to simultaneously pursue different strategies, balance exploration and exploitation, and accomplish strategic ambidexterity (Judge & Blocker, 2008; Voss & Voss, 2013).”