TY - JOUR

T1 - Where does it come from? Formation of innovative ambidexterity within SMEs in turbulent times

AU - Смара, Рафик

PY - 2025/4/2

Y1 - 2025/4/2

N2 - This study investigates how small and medium-sized enterprises (SMEs) achieve and manage innovative ambidexterity through the dynamic capability perspective, addressing potential imbalances particularly in the context of resource constraints and changing environments. Employing a comparative case study approach, the research draws on qualitative, in-depth interviews with CEOs and founders of four Russian SMEs within the Information Technology (IT) sector, selected from a larger cohort. Key capabilities were identified at each stage of the dynamic capability process. In the sensing phase, essential capabilities include cultivating dynamic technological and marketing skills, problem-solving proficiency, and a commitment to continuous learning with real-time awareness. In the seizing phase, the emphasis shifts to enhancing capabilities through learning, fostering an innovation-driven culture, empowering employees, providing continuous training, promoting active collaboration at all levels, and recognizing achievements through team rewards. During, the reconfiguration phase adaptive decision-making, resource and coordination flexibility, and future-oriented innovation and partnerships become critical. These capabilities foster a balance of exploratory and exploitative innovation within SMEs enabling the achievement of innovative ambidexterity. Throughout this process, potential imbalances are managed by leveraging critical capabilities such as clear goal-setting and performance feedback, a culture of openness, trust, and mutual support, and adaptive decision-making with wise allocation of firm-specific resources. Through our findings, we advance the understanding that ambidexterity is achievable in resource-constrained SMEs under external constraints, offering insights into dynamic capabilities that enable such attainment.

AB - This study investigates how small and medium-sized enterprises (SMEs) achieve and manage innovative ambidexterity through the dynamic capability perspective, addressing potential imbalances particularly in the context of resource constraints and changing environments. Employing a comparative case study approach, the research draws on qualitative, in-depth interviews with CEOs and founders of four Russian SMEs within the Information Technology (IT) sector, selected from a larger cohort. Key capabilities were identified at each stage of the dynamic capability process. In the sensing phase, essential capabilities include cultivating dynamic technological and marketing skills, problem-solving proficiency, and a commitment to continuous learning with real-time awareness. In the seizing phase, the emphasis shifts to enhancing capabilities through learning, fostering an innovation-driven culture, empowering employees, providing continuous training, promoting active collaboration at all levels, and recognizing achievements through team rewards. During, the reconfiguration phase adaptive decision-making, resource and coordination flexibility, and future-oriented innovation and partnerships become critical. These capabilities foster a balance of exploratory and exploitative innovation within SMEs enabling the achievement of innovative ambidexterity. Throughout this process, potential imbalances are managed by leveraging critical capabilities such as clear goal-setting and performance feedback, a culture of openness, trust, and mutual support, and adaptive decision-making with wise allocation of firm-specific resources. Through our findings, we advance the understanding that ambidexterity is achievable in resource-constrained SMEs under external constraints, offering insights into dynamic capabilities that enable such attainment.

KW - Innovative ambidexterity

KW - exploratory innovation

KW - exploitative innovation

KW - turbulent times

KW - SMEs

KW - Dynamic capabilities

KW - imbalances

UR - https://www.mendeley.com/catalogue/94e4edf1-cfa3-3015-a099-b1e61f60192a/

U2 - 10.3897/brics-econ.6.e140615

DO - 10.3897/brics-econ.6.e140615

M3 - Article

VL - 6

SP - 185

EP - 207

JO - BRICS Journal of Economics

JF - BRICS Journal of Economics

SN - 2712-7702

IS - 1

M1 - 140615

ER -