Strategic Ambidexterity in Small and Medium-Sized Enterprises: Implementing Exploration and Exploitation in Product and Market Domains

Glenn B. Voss () and Zannie Giraud Voss ()
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Glenn B. Voss: Cox School of Business, Southern Methodist University, Dallas, Texas 75275
Zannie Giraud Voss: Meadows School of the Arts and Cox School of Business, Southern Methodist University, Dallas, Texas 75275; and Euromed Management, 13002 Marseille, France

Organization Science, 2013, vol. 24, issue 5, 1459-1477

Abstract: Balancing exploration and exploitation is a critical challenge that is particularly difficult for smaller, nascent organizations that lack the resources, capabilities, and experience necessary to successfully implement ambidexterity. To better understand how small and medium-sized enterprises achieve ambidexterity, we develop theoretical arguments that link organizational performance to strategic combinations of exploration and exploitation in both product and market domains. We test the hypotheses with a longitudinal study in a dynamic industry that combines objective measures of competition, firm size, age, and revenue performance with self-reported measures of product and market exploration and exploitation. The empirical results offer new insights with respect to several tensions at the heart of the ambidexterity challenge: (1) pure strategies that combine product exploration with market exploration or product exploitation with market exploitation have complementary interaction effects on revenue, (2) cross-functional ambidexterity combining product exploitation with market exploration also exerts complementary interaction effects on revenue, (3) product ambidexterity has positive effects on revenue for older and larger—but not younger and smaller—firms, and (4) market ambidexterity has positive effects on revenue for larger—but not smaller, younger, or older—firms. Two ambidexterity paradoxes emerge: (1) larger, older firms have the resources, capabilities, and experience required to benefit from a product ambidexterity strategy, but larger, older firms are less likely to implement product ambidexterity; and (2) only larger firms have the resources and capabilities required to benefit from a market ambidexterity strategy, but developing and sustaining market ambidexterity is necessary to drive long-term growth.

Keywords: ambidexterity; product exploration; product exploitation; market exploration; market exploitation (search for similar items in EconPapers)
Date: 2013
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Citations: View citations in EconPapers (72)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ororsc:v:24:y:2013:i:5:p:1459-1477

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