Toward a contingency-based understanding of the role of organizational ambidexterity in SME servitization

Céline Bérard (), Sophie Peillon () and Isabelle Prim-Allaz ()
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Céline Bérard: COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne - UJM EPE - Université Jean Monnet (EPSCPE), UL2 - Université Lumière - Lyon 2
Sophie Peillon: Mines Saint-Étienne MSE - École des Mines de Saint-Étienne - IMT - Institut Mines-Télécom [Paris], COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne - UJM EPE - Université Jean Monnet (EPSCPE), FAYOL-ENSMSE - Institut Henri Fayol - Mines Saint-Étienne MSE - École des Mines de Saint-Étienne - IMT - Institut Mines-Télécom [Paris], FAYOL-ENSMSE - Département Management responsable et innovation - ENSM ST-ETIENNE - Ecole Nationale Supérieure des Mines de St Etienne - Institut Henri Fayol
Isabelle Prim-Allaz: COACTIS - COnception de l'ACTIon en Situation - UL2 - Université Lumière - Lyon 2 - UJM - Université Jean Monnet - Saint-Étienne - UJM EPE - Université Jean Monnet (EPSCPE), UL2 - Université Lumière - Lyon 2

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Abstract: Purpose Our study analyzes the relationship between ambidexterity and servitization, considering the role of contextual factors and distinguishing between product-supporting and client-supporting services. Specifically, we propose that two internal factors (empowerment climate and managerial networking) and two external factors (environmental dynamism and competitive intensity) may moderate the effects of ambidexterity on servitization. Design/methodology/approach Our analysis relies on a survey of 1,055 CEOs of French manufacturing small and medium-sized enterprises. We tested our research hypotheses using hierarchical linear regressions and the Johnson–Neyman technique, enabling a detailed examination of conditional effects across the observed data range. Findings Results confirm that ambidexterity drives servitization, whether services support the product or the client. They also show that informal networking and competitive intensity moderate the effect of ambidexterity on servitization, but only with regard to services supporting the client. Originality/value This study offers a detailed and nuanced analysis of the contingency effects shaping the ambidexterity-servitization relationship, revealing distinct moderating influences depending on whether services support the product or the client.

Keywords: Managerial networking; Environmental dynamism; Competitive intensity; Manufacturing SMEs; Hierarchical linear regression; Empowerment climate; Contingency approach; Servitization; Ambidexterity (search for similar items in EconPapers)
Date: 2026-06-15
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Published in Journal of Manufacturing Technology Management, 2026, pp.1-24. ⟨10.1108/JMTM-11-2025-1145⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:emse-05659425

DOI: 10.1108/JMTM-11-2025-1145

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