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Organisational ambidexterity in UK high-tech SMEs

Organisational ambidexterity in UK high-tech SMEs The purpose of this paper is to explore the nature of organisational ambidexterity, and identify drivers of and barriers to ambidexterity in the high-tech small- and medium-sized enterprises (SMEs) in the UK, using fine-grained qualitative evidence. This is much needed to generate insights on how organisational ambidexterity actually takes place in SMEs.Design/methodology/approachThis study is exploratory in nature, based on qualitative in-depth interview data collected from 20 UK high-tech SMEs in five industries.FindingsThe results reveal that SMEs leverage resources through intra-firm and inter-firm collaborations to pursue ambidexterity sequentially or simultaneously, using a range of drivers and overcoming a range of barriers.Research limitations/implicationsThe data were gathered from a single informant from each firm. Therefore, more in-depth, longitudinal, qualitative research using multiple sources of data may be required to develop deeper insights into ambidexterity.Practical implicationsManagers of high-tech SMEs need to focus on specific barriers to ambidexterity and devise effective mechanisms to promote the drivers of ambidexterity. The mechanisms to achieve ambidexterity as identified in this study will benefit high-tech SMEs in particular, and firms in general.Originality/valueThe study contributes to the understanding of organisational ambidexterity in high-tech SMEs by exploring the mechanisms through which SMEs implement organisational ambidexterity despite their resource constraints. This counteracts the conventional view that it is difficult for SMEs to pursue ambidexterity. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Small Business and Enterprise Development Emerald Publishing

Organisational ambidexterity in UK high-tech SMEs

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References (104)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1462-6004
DOI
10.1108/jsbed-04-2018-0110
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to explore the nature of organisational ambidexterity, and identify drivers of and barriers to ambidexterity in the high-tech small- and medium-sized enterprises (SMEs) in the UK, using fine-grained qualitative evidence. This is much needed to generate insights on how organisational ambidexterity actually takes place in SMEs.Design/methodology/approachThis study is exploratory in nature, based on qualitative in-depth interview data collected from 20 UK high-tech SMEs in five industries.FindingsThe results reveal that SMEs leverage resources through intra-firm and inter-firm collaborations to pursue ambidexterity sequentially or simultaneously, using a range of drivers and overcoming a range of barriers.Research limitations/implicationsThe data were gathered from a single informant from each firm. Therefore, more in-depth, longitudinal, qualitative research using multiple sources of data may be required to develop deeper insights into ambidexterity.Practical implicationsManagers of high-tech SMEs need to focus on specific barriers to ambidexterity and devise effective mechanisms to promote the drivers of ambidexterity. The mechanisms to achieve ambidexterity as identified in this study will benefit high-tech SMEs in particular, and firms in general.Originality/valueThe study contributes to the understanding of organisational ambidexterity in high-tech SMEs by exploring the mechanisms through which SMEs implement organisational ambidexterity despite their resource constraints. This counteracts the conventional view that it is difficult for SMEs to pursue ambidexterity.

Journal

Journal of Small Business and Enterprise DevelopmentEmerald Publishing

Published: Oct 25, 2018

Keywords: Case study; Exploration; Exploitation; Organizational ambidexterity; UK high-tech SMEs

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