INNOVATION CULTURE AND AMBIDEXTERITY: STRATEGIES TO DEAL WITH ENVIRONMENTAL UNCERTAINTY
Keywords:
Exploration, Exploitation, Ambidexterity, Innovation Performance
Abstract
This study aimed to investigate the role of exploration and exploitation ambidexterity as a mediating factor in the relationship between innovation culture and innovation performance. Additionally, environmental uncertainty was examined as a moderating factor in the interaction between ambidexterity and innovation performance. The research used an explanatory deductive approach, conducting a survey with a purposive sampling method involving 205 SMEs in the creative industries across Malang, Solo, Semarang, and Denpasar. Path analysis with ordinary least squares regression was used to test mediation and moderation effects. The findings revealed that the relationship between innovation culture and innovation performance is mediated by exploration and exploitation ambidexterity. The study also confirmed that the dynamic environment significantly moderates the impact of exploration on innovation performance. However, environmental uncertainty was not found to moderate the effect of exploitation on innovation performance. This research combines perspectives from resource-based theory and dynamic capabilities, offering valuable insights into the role of ambidexterity within SMEs.
References
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Hair, J. F., Black, W. C., Babin, B. J., & Andrson, R. E. (2014). Multivariate Data Analysis (7 edition). Prentice-Hall.
Hanifah, H., Abdul Halim, H., Ahmad, N. H., & Vafaei-Zadeh, A. (2019). Emanating the key factors of innovation performance: Leveraging on the innovation culture among SMEs in Malaysia. Journal of Asia Business Studies, 13(4), 559–587. https://doi.org/10.1108/JABS-04-2018-0130
Hayes, A. F. (2018). Introduction to Mediation, Moderation, and Conditional Process Analysis A Regression-Based Approach (2 edition). The Guilford Press.
He, Z. L., & Wong, P. K. (2004). Exploration vs. Exploitation: An Empirical Test of the Ambidexterity Hypothesis. Organization Science, 15(4), 481–494. https://doi.org/10.1287/orsc.1040.0078
Hilmarsson, E., Oskarsson, G., & Gudlaugsson, T. (2014). THE RELATIONSHIP BETWEEN INNOVATION CULTURE AND INNOVATION PERFORMANCE. International Journal of Business Research, 14(1), 86–95. https://doi.org/10.18374/IJBR-14-1.8
Hughes, M. (2018). Organisational Ambidexterity and Firm Performance: Burning Research Questions for Marketing Scholars. Journal of Marketing Management, 34(1–2), 178–229. https://doi.org/10.1080/0267257X.2018.1441175
Hughes, M., Filser, M., Harms, R., Kraus, S., Chang, M.-L., & Cheng, C.-F. (2017). Family Firm Configurations for High Performance: The Role of Entrepreneurship and Ambidexterity: Family Firm Configurations. British Journal of Management, 29(4), 595–612. https://doi.org/10.1111/1467-8551.12263
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