Organizational learning ambidexterity and openness, as determinants of SMEs’ innovation performance
Organizational learning ambidexterity and openness, as determinants of SMEs’ innovation performance
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Date
2019-05-31
Authors
Hongyun, Tian
Kofi, Courage Simon Dogbe
Kwabla, Wisdom Wise Pomegbe
Ato, Sampson Sarsah
Oduro, Acheampong Charles Otoo
Journal Title
Journal ISSN
Volume Title
Publisher
European Journal of Innovation Managemen
Abstract
SMEs could achieve their innovation goals, either through exploitation, exploratory, or
ambidextrous learning strategies. This study presents ambidexterity as a more effective and efficient strategy
that offers superior innovation advantage to SMEs. We also present the role of openness in this relationship.
Design/methodology/approach – Empirical analysis was based on 388 SMEs in Ghana. Various validity
and reliability checks were conducted before the presentation of the actual analysis, which was conducted
using Ordinary Least Squares approach, run using SPSS (v. 20).
Findings – Findings indicate that although exploitative and exploratory learning strategies individually had a
positive significant effect on SMEs’ innovation performance, organizational learning ambidexterity was found
to have a greater positive impact on innovation performance among SMEs. High levels of openness further
boosted the effect of organizational learning ambidexterity on SMEs’ innovation performance.
Research limitations/implications – This study was conducted without recourse to some specific factors
that could influence organizational learning ambidexterity among SMEs. Future studies should thus pay
particular attention to the determinants of organizational learning ambidexterity among SMEs.
Practical implications – Innovation performance is very critical for the sustainability of firms, and SMEs in
particular. Management of SMEs must therefore seek to simultaneously adopt both learning strategies, as that
gives firms greater advantage, compared to the adoption of only one strategy.
Originality/value – The study demonstrates that organizational learning ambidexterity had a superior effect
on SMEs’ innovation performance. High levels of openness further boosted the effect of organizational learning
ambidexterity on SMEs’ innovation performance
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Citation
Tian, H., Dogbe, C. S. K., Pomegbe, W. W. K., Sarsah, S. A., & Otoo, C. O. A. (2021). Organizational learning ambidexterity and openness, as determinants of SMEs' innovation performance. European Journal of Innovation Management, 24(2), 414-438.