TY - JOUR
T1 - From organizational ambidexterity to organizational performance
T2 - The mediating role of value co-creation
AU - Sarmento, Maria
AU - Simões, Cláudia
AU - Lages, Luís Filipe
N1 - Funding Information:
Maria Sarmento is grateful to Fundação para a Ciência e a Tecnologia, Portugal (Ref. no SFRH/BPD/ 107886/2015); Cláudia Simões is grateful to Fundação para a Ciência e a Tecnologia (UIDB/03182/2020); Luís Filipe Lages is grateful to Fundação para a Ciência e a Tecnologia (UIDB/04521/2020, UIDB/00124/2020, UIDP/00124/2020, and Social Sciences DataLab - PINFRA/22209/2016), POR Lisboa and POR Norte (Social Sciences DataLab, PINFRA/22209/2016).The authors also thank AEP - Portuguese Business Association for the support given in the data collection stage and Informa D&B for providing access to company databases.
Publisher Copyright:
© 2024
PY - 2024/4
Y1 - 2024/4
N2 - 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.
AB - 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.
KW - Co-creation in buyer-supplier relationships
KW - Exploitative orientation
KW - Exploratory orientation
KW - Organizational ambidexterity
KW - Organizational performance
UR - https://www.scopus.com/pages/publications/85187382711
U2 - 10.1016/j.indmarman.2024.02.010
DO - 10.1016/j.indmarman.2024.02.010
M3 - Article
AN - SCOPUS:85187382711
SN - 0019-8501
VL - 118
SP - 175
EP - 188
JO - Industrial Marketing Management
JF - Industrial Marketing Management
ER -