Linking organizational learning and customer capital through an ambidexterity context: an empirical investigation in SMEs1

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Leadership for organizational adaptability: A theoretical synthesis and integrative framework (2018, background): “Stated differently: “While renewing to adapt for tomorrow requires change, flexibility and creativity, profits for today require order, control and stability” (Cegarra-Navarro and Dewhurst, 2007, p. 1721).”
Service innovation and performance in SMEs (2012, background): “Such superiority of resources (quantity and quality) provides larger firms a greater opportunity to achieve ambidexterity than SMEs (Cegarra-Navarro and Dewhurst, 2007).”
Mechanisms for Managing Ambidexterity: A Review and Research Agenda (2013, unknown): “…international new ventures (Han and Celly, 2008), high-technology firms in Taiwan (Li et al., 2008), Indian pharmaceutical firms (Kale and Wield, 2008), German high-tech start-ups (Kuckertz et al., 2010) and Spanish SMEs in the optometry and telecoms businesses (Cegarra-Navarro and Dewhurst, 2007).”
COVID‐19 crisis and SMEs responses: The role of digital transformation (2021, background): “However, it is possible that SMEs perform well in this regard, which may not be a matter of size but sometimes related to the sector and context in which they operate (Cegarra-Navarro & Dewhurst, 2007).”