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Supply chain ambidexterity and manufacturing SME performance: The moderating roles of network capability and strategic information flow
University of Vaasa, Department of Management, Helsinki, Finland.
University of Vaasa, School of Management / University of South-Eastern Norway, USN Business School , Vaasa, Finland.
Villanova School of Business, Villanova University, Villanova, PA, USA.
Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering. School of Management, University of Vaasa, Vaasa, Finland.ORCID iD: 0000-0003-3255-414X
2019 (English)In: International Journal of Production Economics, ISSN 0925-5273, E-ISSN 1873-7579Article in journal (Refereed) Epub ahead of print
Abstract [en]

Organizational ambidexterity is the simultaneous act of exploiting existing competences and exploring new opportunities. Prior studies suggest that resource-constrained SMEs cannot successfully pursue simultaneous interorganizational ambidexterity but need to rely on functionally separated alliances (i.e., alliances based on their value chain function such as explorative R&D alliances or exploitative commercialization alliances) to achieve ambidexterity. Yet, others propose that ambidexterity can occur within the functional domain of a supply chain. We investigate the relationships among supply chain ambidexterity, network capabilities, strategic information flow, and firm performance. In a sample of manufacturing SMEs in Sweden, we hypothesize the direct association between supply chain ambidexterity and performance and the moderating effect of network capabilities and strategic information flow. By testing our hypotheses in a sample of 200 manufacturing SMEs, we show that supply chain ambidexterity decreases firm performance; however, network capabilities and strategic information flow with their supply chain partners help mitigate this negative relationship. The present study advances understanding of ambidextrous interorganizational collaboration and alliances in general and supply chain ambidexterity of manufacturing SMEs in particular. In contexts where supply chain ambidexterity is negatively associated with performance, network capabilities and strategic information flow may be necessary to lower the negative effects.

Place, publisher, year, edition, pages
Elsevier, 2019.
Keywords [en]
Supply chain ambidexterity, Small and medium-sized firms, Supply chain management, Network capability, Strategic information flow
National Category
Other Engineering and Technologies not elsewhere specified
Research subject
Entrepreneurship and Innovation
Identifiers
URN: urn:nbn:se:ltu:diva-75626DOI: 10.1016/j.ijpe.2019.08.005OAI: oai:DiVA.org:ltu-75626DiVA, id: diva2:1344513
Available from: 2019-08-21 Created: 2019-08-21 Last updated: 2019-08-21

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