Ambidextrous Capabilities Research Articles

Embracing paradox and contingency: integration mechanisms for ambidextrous innovation portfolio management

PurposeThe purpose of this paper is to explore how organizations manage and integrate exploration and exploitation across the innovation project portfolio. Such ambidextrous capabilities are required for organizations to innovate and succeed in today's rapidly changing competitive environment. Understanding how exploration and exploitation projects are integrated can illustrate ways to enhance ambidexterity and boost learning for the benefit of both approaches.Design/methodology/approachA multiple-case study approach was used to explore innovation portfolio management in six large organizations that emphasize innovation in their strategies.FindingsThe findings draw upon concepts of paradox and contingency to reveal that the inherent tension between formality and flexibility in managing innovation project portfolios is aligned with the need for organizational ambidexterity that maintains effective exploitative innovation while supporting explorative innovation capabilities. Four integration mechanisms are identified that enhance ambidexterity across the innovation portfolio by embedding processes for transition from exploration to exploitation and cross-fertilizing knowledge to build innovation capability across both exploration and exploitation.Practical implicationsManagers may find inspiration on ways to enhance learning by bridging exploration and exploitation projects from the four types of integration mechanisms. Recognizing the paradoxical nature of the tension between formality and flexibility in project and portfolio management may also help guide organizations to effectively develop ambidextrous approaches to enhance overall innovation outcomes.Originality/valueIn contrast to perspectives which suggest that paradox and contingency approaches represent disparate perspectives, the authors demonstrate how they can complement each other and work together through innovation portfolio management to support ambidexterity at the portfolio and project levels.

The Impact of Proactive Resilience Strategies on Organizational Performance: Role of Ambidextrous and Dynamic Capabilities of SMEs in Manufacturing Sector

The challenges of the global business environment foster small medium-sized enterprises (SMEs) to continuously improve their performance in the level of vulnerability to possible impacts and interruptions in their operations that may affect their sustainability. Resilience strategies and ambidextrous capabilities have become important determinants of organizational performance, which has developed as an emerging area of interest in supply chain management in recent years. SMEs are one of the major contributing sectors to the Malaysian economy. Therefore, SMEs have been forced to survive in the current market situation to ensure higher economic growth and competitiveness. The resilience strategies and ambidexterity capabilities are important determinants of SMEs’ performance. As such, this study aims to examine the relationship between proactive resilience strategies, ambidextrous capabilities, and the performance of SMEs in the manufacturing sector, drawing on the dynamic capabilities perspective. A quantitative research design is adopted, a structured survey questionnaire is used, and data are collected from 351 SMEs in the manufacturing sector. Partial least squares structural equation modeling (PLS-SEM), Smart PLS 3.0 is used to test both direct and mediating results. The findings of this study suggested that proactive resilience strategies may have a significant influence on organizational performance of SMEs. Ambidextrous capabilities also act as a strong mediator between proactive resilience strategies and organizational performance. These findings contribute to the dynamic capabilities literature by highlighting the importance of proactive resilience strategies and ambidextrous capabilities in enhancing the positive impact on organizational performance in SMEs. This study provides a plausible explanation of two important management mechanisms for enhancing organizational performance sustainability. The relationships between proactive resilience strategies, ambidextrous capabilities, and organizational performance are malleable. This study also suggests that fostering formal and informal relationships might hold the key to the sustainable performance of SMEs in the long term. This study’s practical contributions are improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and enhancing their competitive power in domestic and international markets.

Exploitation, exploration and ambidextrous strategies of SMES in accelerating organisational effectiveness

PurposeThis study aims to analyse the resilience strategy utilized by small and medium-sized enterprises (SMEs), enabling these businesses to effectively adapt their operations in response to varying conditions by providing them with essential resources. SMEs operate in marketplaces that are both dynamic and frequently tumultuous. These markets provide SMEs with a variety of obstacles, including economic ups and downs, advances in technology, evolving customer tastes and new regulatory requirements. SMEs need to create a strategic strategy to survive and grow in such situations. This strategy ought to help strengthen their resiliency and make it possible for them to make the most of emerging opportunities while simultaneously lowering the dangers.Design/methodology/approachThe questionnaires adopted and adapted from previous research served as the basis for gathering the data. The manufacturing industry was polled through the use of questionnaires. To test the hypothesis, the data were analysed using Smart PLS. Through the use of closed-ended questions directed to the proprietors, managers or senior executives of SMEs, data were collected from each and every institution in the sample. Following the examination of the data by means of descriptive analysis and the presentation of several scenarios using information relating to SMEs, the findings were presented.FindingsThe ambidextrous strategies that are used by SMEs have a propensity to offer a constructive contribution to SMEs. In this study, it was discovered that ambidexterity, which is defined as the capacity to both seek and capitalise on possibilities, has a significant bearing on the organisational effectiveness of SMEs. The results showed that ambidextrous strategies have a propensity to work as mediators in interactions involving proactive resilience tactics and performance.Research limitations/implicationsThe research expands our understanding of how SMEs in the manufacturing sector may improve their performance by concentrating on growing their ambidextrous strategies.Practical implicationsThis study provides a plausible explanation of two crucial management mechanisms for enhancing the sustainability of organisational effectiveness. The relationships between ambidextrous capabilities and firm effectiveness are malleable, and this study suggests that nurturing formal and informal relationships may be the key to SMEs' long-term sustainable performance. Improving the knowledge and performance of supply chain systems for SMEs in the manufacturing sector and boosting their competitiveness in domestic and international markets are the practical contributions of this study.Social implicationsOur comprehension of monitoring, cooperation and innovation within social management was deepened as a result of these facts. In addition, the study conducted in the sector uncovered four essential connections that outline how managers should actively work towards lowering social risks, developing new possibilities and increasing business performance. These capacities and links, when taken as a whole, provide the foundation upon which an integrated framework and five research propositions are built.Originality/valueThis research offers a convincing explanation of fundamental management processes for enhancing the sustainability of organisational effectiveness. This research implies that developing formal and informal interactions may be the key to the sustainable performance of SMEs over the long run. The relationships between ambidextrous capabilities, methods and organisational effectiveness are flexible, and this study also suggests that these relationships may be shaped. The practical contributions made by this research include boosting the understanding and performance of supply chain systems for SMEs as well as the competitive power of these businesses in both local and international markets.

Disentangling Decarbonisation Ambidexterity: An Analysis of European Companies

Corporate strategies to tackle climate change have become a topic of much debate. Yet, limited attention has been paid to understanding how companies exploit and explore decarbonisation opportunities. We posit that the risks imposed by climate change and the opportunities that emerge under such a context require companies to develop a decarbonisation ambidexterity capability to reconcile the exploration of more radical, long-term eco-innovation opportunities, while also being eco-efficient in their current activities. Based on the ambidexterity literature, we ask: How do companies explore and exploit to reduce their carbon footprint? Through an inductive analysis of the climate change reports of 410 European companies from different sectors, we identify seven core exploitative and explorative initiatives adopted by companies in response to climate change. We argue that, to reach the established targets, companies must adopt multiple initiatives focused on both exploring new knowledge and technologies and exploiting improvements in existing routines and processes, and we show how companies have combined these efforts.

Exploration–Exploitation: How business analytics powers organisational ambidexterity for environmental sustainability

AbstractSimultaneous exploration and exploitation (i.e., exploration–exploitation) can help a firm address short‐term environmental requirements and ensure long‐term environmental viability. Exploration–exploitation, however, challenges organisational practices because they compete for resources and time. While business analytics (BA) offers the potential to overcome these challenges, research to date offers very limited insights into how BA capabilities interact with ambidextrous capabilities to realise environmental value. We address this issue by conducting a comparative case study at a bank and at a real‐estate trust through the theoretical lens of dynamic capabilities. We develop a process model to explain how BA powers ambidextrous practices to achieve sustainability outcomes over time. We uncover two mechanisms: a BA‐powered context shaping mechanism by which BA powers contextual ambidexterity at the employee level using data availability, timeliness, and analytics culture; and a BA‐powered resource linking mechanism by which BA powers structural ambidexterity at intra‐ and inter‐organisational levels using holistic insights and analytics leadership. Our model highlights the contextual factors that condition the extent to which a firm moves along the continuum of exploration–exploitation. We also define a new dimension of sustainability outcomes which we label eco‐awareness to explain how BA shapes employees' environmental alertness and enables the paradigm shift in an organisation's sustainability mindset.

How does human resource management balance exploration and exploitation? The differential effects of intellectual capital‐enhancing HR practices on ambidexterity and firm innovation

AbstractAfter decades, dialogues on human resource management (HRM), intellectual capital (IC), and ambidexterity still continue, mirroring that the role of ambidextrous capability in translating the impact of HRM into superior performance remains unclarified. At this juncture, the current study proposes a novel theoretical framework to extend research on the relationship between IC‐enhancing HR practices and innovation. It is done sophisticatedly by examining how firm exploitative and exploratory capabilities mediate the relationship between different combinations of HR configurations and firm innovation. To this end, we designed rigorous time‐lagged research with three waves of data collection from the Iranian healthcare sector. Our analyses revealed that firm explorative and exploitative capabilities significantly mediate the relationship between human, social, and organizational capital‐enhancing HR configurations and firm innovation. More conspicuously, by unraveling interaction patterns among distinct HR configurations, our study revealed the intricacies of the functioning of IC‐enhancing HR practices in fueling firm ambidexterity. Hence, our study offers design options to navigate through exploitation and exploration in light of the firm's core innovation strategy. We discuss the theoretical and practical implications of our findings and suggest future research avenues.

Big data analytics-enabled dynamic capabilities and firm performance: examining the roles of marketing ambidexterity and environmental dynamism

PurposeDrawing from dynamic capability (DC) theory, this study aims to investigate how big data analytics (BDA)-enabled dynamic capabilities (DCs) prompt firm performance. This study proposes that BDA-enabled DCs lead firms toward simultaneous exploration and exploitation of new knowledge about markets and products (i.e. marketing ambidexterity) which in turn improves firms' market and financial performance. This study also examines if environmental dynamism strengthens the aforementioned relationship.Design/methodology/approachThis study uses survey questionnaire and data were collected in the form of two heterogeneous samples from Turkey and Pakistan. Partial least square-structural equation modeling (PLS-SEM) was used to test the hypotheses.FindingsResults reveal that BDA-enabled DCs positively affect both dimensions of marketing ambidexterity (exploration and exploitation). Marketing exploration and exploitation have positive effects on firms' market and financial performance. Results also demonstrate that environmental dynamism moderates the link between BDA-enabled DCs and firms' marketing exploitation. The moderating effect for BDA-enabled DCs and firms' marketing exploration was not consistent across both samples.Research limitations/implicationsThis study contributes to the literature of BDA and marketing ambidexterity in the light of DC theory in a way that when and how the marketing ambidexterity, derived from BDA-enabled DCs, has a positive impact on firm performance. Moreover, findings imply that the development and enhancement of BDA-enabled DCs facilitate firms to calibrate marketing exploitation and exploration to seek new knowledge about markets and products and using such knowledge to achieve superior performance.Originality/valueThe novelty of present study is development of dynamic capabilities-based framework which sheds light on the role of big data for sensing, seizing and (re)configuring firms' resources to develop marketing ambidextrous capabilities in order to stay successful. From methodological perspective, this study uses two heterogeneous samples to assess robustness of results for ensuring greater generalizability and theoretical resonance.

Investment Diversification In Improving Investor Resilience: An Experimental Approach on Various Investment Platform

The pandemic phenomenon encourages the acceleration of the application of digitalization in various sectors. Technological developments play a role in providing added value for business organizations to produce more effective, efficient, fast and agile performance. Investment diversification is needed so that investors remain resilient to uncertainty or rapid environmental changes that affect the investment value. Based on dynamic capability theory, digital transformation is a trigger for the creation of dynamic capabilities and is an innovation process of enterprise integration. Ambidextrous capabilities of an organization include exploitative innovation and exploratory innovation. The experimental approach, will try to analyze various types of investment platforms to find out how they compare in each of the different investment platforms. Quantitative method was used to determine the level of influence of digital transformation on ambidextrous innovation both exploitation and exploration , and the influence level of ambidextrous innovation on personal resilience. The experimental research process was conducted by distributing questionnaires to obtain primary data. The collected data was analyzed using smartPLS. The results of this study indicated that the hypothesis H1a and H1b has a P value of 0.000 so that it is proven to support the existing hypothesis. Then the P value H2a and H2b can be accepted and supports the hypothesis. The third hypothesis H3 with a p value of 0.030. Based on the five hypotheses, the result shows the most significant and strong influence in influencing the variable ambidexterity of innovation is digital transformation.

Leadership, capability and performance: A study among private higher education institutions in Indonesia

Higher education institution is an important sector to obtain capabilities for global challenges. This study explored the mediating effect of ambidextrous capability between the link organizational leadership capability, learning orientation, and strategic flexibility on the performance of private higher education institutions in Indonesia. In this cross-sectional study, an online survey, which involved 524 rectors or deans in private higher education institutions (HEIs), was conducted using Google Forms. The accumulated data were analyzed using SEM-PLS 4.0. The findings revealed that organizational leadership capability displayed a statistically insignificant effect on organizational performance. However, learning orientation and strategic flexibility were found statistically significant effects on organizational performance. Moreover, this study also confirmed that organizational leadership capability, learning orientation, and strategic flexibility had a significant correlation with ambidextrous capability. The relationship between organizational performance and ambidextrous capability was identified as having no significant relationship. Apparently, organizational leadership capability, learning orientation, and strategic flexibility had no significant effect on organizational performance through ambidextrous capability. This study confirmed that ambidextrous capability had no mediating effect between organizational leadership capability, learning orientation, and strategic flexibility on the performance of private higher education institutions. This study found that dynamic capability theory (DCT) by identifying the mediating effect of the ambidextrous capability to gain organizational performance was not supported by the findings of this study. The ambidextrous capability may be applied to devise effective strategies and policies that can enhance organizational performance of different sectors.

Impact of enterprise ambidexterity capability and experience learning on cross-border M&A performance: evidence from China

Research background: Through cross-border mergers and acquisitions (M&A), enterprises in China can improve their technological innovation and organizational management capabilities to make up for the disadvantages of outsiders and enhance their international competitiveness. However, due to the lack of experience, the success rate of cross-border M&A of China enterprises is low, and the performance changes after M&A differ. How to maximize the advantages of cross-border M&A in obtaining technical resources and how to improve the performance of cross-border M&A are important issues that China?s cross-border M&A enterprises and academic circles need to solve. Purpose of the research: The aim of this study is to analyze the mechanism and boundary conditions of firms? capability to exploit resources (RTC) and capability to explore resources (REC) with regard to cross-border M&A performance from the perspective of experience learning based on organizational learning theory and resource-based theory. Methods: With 173 China A-share listed companies with cross-border M&A events from 2010 to 2020 as samples, this study uses hierarchical regression analysis to test the impact of REC and RTC on cross-border M&A performance and its mechanism. In the robustness test, this study adopts the measures of changing dependent and independent variables lagged for one year for analysis. In the mechanism test, this study uses intermediary and mediation effect models. Findings & value added: The results show that RTC and REC have positive effects on the performance of cross-border M&A. Prior experience learning (PE) and vicarious experience learning (VE) increase the probability of companies making cross-border M&A decisions and have positive effects on cross-border M&A performance. Moreover, PE and VE play a partial mediating role in the positive impact of REC and RTC on cross-border M&A performance, respectively. Formal and informal institutional distance weaken the positive effects of REC and RTC on the performance of cross-border M&A. Enterprises in emerging economies should adapt to the institutional environment of the host country to reduce the negative impact of institutional distance while taking advantage of experience learning when carrying out cross-border M&A.

Strategic leadership and firm performance: The mediating role of ambidexterity in professional services small‐ and medium‐sized enterprises

AbstractThe role of strategic leadership is pivotal in determining a firm's direction and shaping its processes, competencies and performance. Strategic leadership also develops, deploys and reconfigures the firm's ambidextrous capabilities (such as innovativeness, competiveness and adaptability) that influence performance. Using responses from 315 UK small‐ and medium‐sized accountancy firms, this study empirically investigates the extent to which the direct influence of strategic leadership on performance is mediated by the firm's ambidextrous orientation. With a variance accounted for of 57.78%, the results show that ambidexterity has a partial mediating effect on the relationship between strategic leadership and the performance of accountancy firms. Also, our findings show that the perception of environmental dynamism does not influence the ambidextrous orientation of these accountancy firms. In addition, increased firm's age does not necessarily lead to decreased performance resulting from inertia.

BAGAIMANA START-UP DAPAT BERTAHAN? PERAN KEWIRAUSAHAAN STRATEGIS DAN KAPABILITAS AMBIDEXTERITY UNTUK MENCAPAI KINERJA BISNIS

Organizational learning is a learning activity in administrative processes through interaction with the environment that encourages organizations to integrate knowledge better. Through a series of strategies, the development of organizational learning needs to be carried out to provide a competitive advantage for the organization. This study offers strategic entrepreneurship and Ambidexterity capabilities to achieve business performance, which is recognized concepts that can improve business performance, and create competitive advantages for companies and businesses. With the increasing development of technology, companies need to consider ambidexterity capabilities to maintain their competitive edge. Where companies can exploit and explore the opportunities they have to generate innovation and achieve business performance, especially new businesses such as start-ups.

Impact of organizational resilience, ambidexterity capability, and strategic renewal during Covid-19 on firm performance

Impact of organizational resilience, ambidexterity capability, and strategic renewal during Covid-19 on firm performance

Building knowledge ambidexterity using cloud computing: Longitudinal case studies of SMEs experiences

Using a longitudinal multisite case study research design, this study demonstrates how cloud computing helps to build knowledge ambidexterity (K-AMB) capabilities in small- and medium-sized enterprises (SMEs). A cross-theory approach is used to highlight the connections between ambidexterity and knowledge management theories as a basis to explore the benefits of K-AMB capabilities for SMEs. The study investigates how the focus on knowledge exploitation by SMEs limits innovation which can be reconciled using cloud computing by creating multiple ambidextrous knowledge opportunities. In relation to cloud computing and knowledge ambidexterity, the study is the first to measure the effects of a temporal lag in the K-AMB processes resulting in enhanced employee-driven innovation. The results showed that over a 12-month period, employee-driven innovation was significantly amplified from the application of cloud computing that supported more sophisticated ambidextrous processes of knowledge management. The results significantly shift mindsets about the revelatory value of cloud computing to promote K-AMB in SMEs. We draw novel insights to the theory of ambidexterity by proposing that digital technologies and employee innovation contexts lie side-by-side and play an important role in building K-AMB capabilities in SMEs.

Can intelligent manufacturing empower manufacturing? – an empirical study considering ambidextrous capabilities

PurposeIntelligent manufacturing has attracted extensive attention from national strategy, academic research and enterprises' practices. The purpose of this study is to investigate the influence of intelligent manufacturing on performance in manufacturing firms. Moreover, how intelligent manufacturing technology affects enterprise performance, this study provided a practice that can be replicated by other businesses.Design/methodology/approachThis study uses text mining to collect the intelligence level of Chinese listed companies. It uses quantitative analysis to test the proposed model based on samples of 2,091 manufacturers.FindingsIntelligent manufacturing has positive effect on short-term performance and long-term performance. Intelligent manufacturing can empower firms with ambidextrous capabilities, including exploit capability and explore capability. Exploit capability has positive effects on short-term performance and long-term performance. Explore capability has negative effects on short-term performance, but has positive effects on long-term performance.Originality/valueOn the theoretical side, it enriches the research framework between intelligent manufacturing and enterprise performance. This study explains the preconditions and results of ambidextrous capabilities. Moreover, based on the practice-based view (PBV), this study proposes that technologies can be used as strategies, filling a gap in the existing research on strategic management. On the practical side, how to quantify the intelligent manufacturing level of enterprises provides a certain reference. Also, this study provides an easy to imitate practice that can serve as a model for under-performing enterprises.

Robotic Transanal Total Mesorectal Excision Compared to Laparoscopic Transanal Total Mesorectal Excision: Oncologic Results of the Past 5 Years

Colorectal cancer is one of the deadliest diseases on the planet. Rectal cancer (RC) is the 8 th most common type of cancer disease worldwide, accounting for over 300,000 fatalities in 2018. Total mesorectal excision (TME) is considered as the gold standard approach for surgical RC management. To alleviate technical problems associated with dissection of distal rectal, transanal procedure to mesorectum was developed. The robotic operating platforms’ development has brought about the most significant change. The robotic method, which was described first in the year 2001, is gaining popularity in colorectal surgery. A stable camera platform with three-dimensional imaging and tremor filtering, motion scaling, instruments with numerous degrees of freedom, 3 rd arm for fixed retraction, ambidextrous capability, superior ergonomics, and less fatigue, all these advantages have all influenced robotics implementation. However, there are certain disadvantages to robotic surgery, such as high expenses, lengthy time of operation, a bulky cart, and absence of haptic sense. Robotic transanal TME (R-TA TME) is unique method that integrates potential advantages of perineal dissection with precise control of distal margins, along with all robotic technology advantages with respect to dexterity and greater precision. This review goal is to evaluate the available literature critically regarding R-TA TME in comparison to laparoscopic TA TME (L-TA TME) using the most prevalent histopathological metrics, which are the circumferential resection margin, the distal rectal margin, recurrence rate, specimen quality, advantages, and disadvantages. Oncological results for the past 5 years were used. The resources were obtained from electronic sources such as Google Scholar and PubMed. The conclusion of this review revealed that R-TA TME is as safe as well as feasible as L-TA TME, is technically possible, and has comparable oncological results and short-term post-operative outcomes. However, further investigation is required to evaluate long-term oncological or functional results.

Fostering firm resilience through organizational ambidexterity capability and resource availability: amid the COVID-19 outbreak

PurposeThis study aims to study the impact of organizational ambidexterity capability and resource availability on firm resilience along with perceived environmental uncertainty playing a moderating role. This study also intends to investigate the interplaying relationship between exploration capability and exploitation capability as components of organizational ambidexterity with resource availability.Design/methodology/approachQuantitative data was collected through self-administered surveys targeting 202 firms in Egypt. SEM (AMOS-SPSS) was used to test the proposed hypotheses.FindingsThe results indicated that both organizational ambidexterity capability and resource availability impact firm resilience. Moreover, the relationship between the enablers was found to be significant, where resource availability has a positive impact on the firm’s exploitation capability, the firm’s exploitation capability has a positive impact on its exploration capability and finally, the firm’s exploration capability has a positive impact on resource availability. However, the moderating role of perceived environmental uncertainty was found to be insignificant.Research limitations/implicationsNonprobability convenience sampling technique, cross-sectional design and the relatively small sample size may hinder the ability to generalize this study.Practical implicationsThis study identifies the importance of exploration (innovation) and exploitation (efficiency) capabilities for managers to build responsive organizations.Originality/valueThis study contributes to the understanding of firm resilience in times of uncertainties, where empirical research has not been enough. In addition, this study contributes to the identification of possible antecedents of firm resilience, highlighting the importance of certain strategic features including organizational ambidexterity capability and resource availability. This study also investigates the relationship between exploitation capabilities, exploration capabilities and resource availability, which was not empirically tested in the literature.

Developing the ambidextrous organization. The role of intellectual capital in building ambidexterity: An exploratory study in the haute cuisine sector

Ambidexterity has become an important company strategy for solving the dilemma between exploration and exploitation that exists in the highly competitive environments. Organisations may use the dimensions of intellectual capital in three different ways (paths) to build ambidextrous capabilities: through human capital, through social capital, and through organizational capital. This research explored how the haute cuisine sector uses these three alternatives. A cluster analysis was performed to classify 152 fine-dining restaurants based on the three paths, resulting in two groups. Exploratory analysis revealed that these restaurant groups use two different ways to build organizational ambidexterity. In both ways, the three paths are used simultaneously, but one group of restaurants does it with more intensity than the other. The study also explored how these two approaches differ in terms of other variables, such as Michelin Guide awards, organizational characteristics, and performance. Through the identification of the different clusters of haute cuisine restaurants, it was revealed that haute cuisine chefs can choose different strategies for building organizational ambidexterity. Each organisation can use a different configuration of intellectual capital upon which to build ambidextrous capabilities.

Knowledge management capability, entrepreneurial creativity, entrepreneurial intensity and firm performance: the mediating role of ambidexterity

PurposeLiterature survey shows that it is not clear how knowledge management capability (KMC) and ambidexterity capability affect entrepreneurial creativity (EC) and entrepreneurial intensity (EI) promotion. While empirical studies have emphasized the importance of these factors in improving business performance, the cumulative effect and self-reinforcing loops of these factors in improving firm performance have not been identified. In this regard, the study seeks to investigate how to increase the entrepreneurial capabilities of KMC, EI, EC and ambidexterity of food firms to improve their performance.Design/methodology/approachThe method of the present study is applied in terms of purpose and is quantitative in terms of data collection. In order to collect the data, a questionnaire was designed that contained the variables of the conceptual model of the research. This questionnaire was distributed among industrial and academic experts in the Iranian food industry. The method of data collection is an online cross-sectional survey, and the method of data analysis is structural equation modeling using Smart PLS software to analyze the conceptual model.FindingsThe present study is cross-sectional survey research that examines the impact of KMC, EC and EI on firm performance by considering the mediating role of organizational ambidexterity. The research study shows a positive impact of entrepreneurial capabilities as KMC, EI, EC and ambidexterity on performance. Accordingly, if a firm builds KMC and fosters EC, it can achieve ambidextrous innovation and thus enhance its EI and performance in the food industry.Research limitations/implicationsThis study highlights the knowledge-based view (KBV) in explaining the role of KMC on innovative capabilities and its influence on performance. Research findings shed light on the importance of KMC as a prerequisite for innovation strategy. The study has also established the mediating role of ambidexterity in entrepreneurial value creation. According to the results, small and medium-sized enterprises (SMEs)' performance is positively influenced by entrepreneurial capabilities as KMC, EI, EC and ambidexterity.Originality/valueThis paper gives insights into how SMEs can improve their performance to gain a competitive advantage by developing knowledge and creative ideas in line with entrepreneurial goals. In this regard, the food industry can adopt new strategies to reduce the impact of these challenges to achieve superior performance and competitive advantage.

Preparation and Properties of Ambidextrous Gelators Having Ethanolamine Moiety

AbstractAlthough tremendous research investigations on organogelators and hydrogelators have been conducted, the reports about the ambidextrous gelators capable of gelating both organic solvents, especially, apolar solvents and water are very limited. In order to create efficient ambidextrous gelators it should be necessary to take a bottom‐up approach. Thus, according to molecular design the amphiphilic compounds consisting of glutamate‐based structure having two long alkyl chains and the ethanolamine moiety have been prepared. The compounds having C6 and C7 alkyl chains have been found out to work as an excellent ambidextrous capability because they can only gelate water and apolar solvents. Although the compounds having C9 and C10 alkyl chain showed no gelation in water, by introduction of an ammonium cation into these compounds ambidextrous properties were gained. Ambidextrous ability can be imparted to the compound having no ambidextrous properties by mixing with a small amount of an authentic ambidextrous gelator.