From organizational ambidexterity to organizational performance: The mediating role of value co-creation

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Abstract

By integrating the management literature within the marketing field, this study draws on ambidexterity theory and marketing co-creation and service dominant (S-D) logic, to develop a research framework that establishes the effects of organizational ambidexterity and organizational co-creation on organizational performance. It further compares the effect of organizational ambidexterity on organizational co-creation in small and medium size enterprises (SMEs) and large companies. The framework was tested in a survey applied to 324 top managers and senior executives. Findings reveal a positive effect of organizational ambidexterity on co-creation, with the outcome being significantly higher in large companies than in SMEs. Moreover, the effect of organizational ambidexterity on performance is mediated by co-creation.

Original languageEnglish
Pages (from-to)175-188
Number of pages14
JournalIndustrial Marketing Management
Volume118
DOIs
Publication statusPublished - Apr 2024

Keywords

  • Co-creation in buyer-supplier relationships
  • Exploitative orientation
  • Exploratory orientation
  • Organizational ambidexterity
  • Organizational performance

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