Abstract
Previous literature highlights how the potential conflict between “faster, better and cheaper” and the high uncertainty of the business environment force a firm choose among a number of different strategies for new product development. This study contends that companies can develop strategic ambidexterity in product innovation and rely on a wide range of different product innovation strategies, as long as effectively exploiting internal and external resources. This work explores the relationship between external knowledge sources and internal organizational capabilities and the strategic ambidexterity in product innovation. We draw on a dataset of 600 Chinese manufacturing firms and show the breadth and depth of knowledge source and three types of organizational capability (information sharing, lean management, and training and learning practices) are positively associated with strategic ambidexterity in product innovation. We also find, when external knowledge depth is associated with internal information sharing, strategic ambidexterity in product innovation tends to increase.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have