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The purpose of this paper is to examine the factors influencing ambidextrous governance and risk management on repurchase intention in social commerce.

A novel research model comprises nine research hypotheses with six constructs, including three dimensions of social capital (structural, relational and cognitive), contracts, relational risk and repurchase intention. The hypotheses are tested on data collected from 395 usable responses in Taiwan, using structural equation modeling.

The findings of this study indicate that online merchants should reinforce their collaborative behavior and activities to improve ambidextrous governance mechanisms, and thus enhance repurchase intention.

The resultant findings only reflect the setting of Taiwan’s social commerce marketplace. With the research model developed, future research on cross-country studies of various forms of social networking sites would be worth conducting to determine regional differences in the development of social commerce activities.

Ambidextrous governance mechanisms have been gaining attention in buyer–supplier relationships. Extending ambidexterity research to the social commerce domain, the authors focus on ambidextrous governance that can include social and contractual governance elements.

Since firms are often puzzled with the adoption of proper governing mechanism to achieve their environmental benefits, this research examines how green supplier integration (GSI) affects environmental performance via environmental innovation and the moderating role of ambidextrous governance.

The authors tested the hypotheses by adopting two-waved survey data from 206 Chinese manufacturers and the hierarchical regression analysis.

The results revealed that GSI is positively linked with both incremental and radical environmental innovation, which further enhance environmental performance. Moreover, balanced ambidexterity enhanced the link between GSI and incremental environmental innovation, while combined ambidexterity alleviated the link between GSI and radical environmental innovation.

Firms should integrate suppliers into their activities of dealing with environmental issues to realize environmental benefits through facilitating environmental innovation. Moreover, the choice of different dimensions of ambidextrous governance can affect the environmental benefits of GSI.

This research enriches the authors’ understanding of how to achieve environmental benefits by engaging in GSI, and it provides a novel and insightful approach for better managing GSI from the perspective of ambidextrous governance.

The authors aim to measure the effects of ambidextrous innovation and its mix strategy on organizational obsolescence with the moderating roles of environmental turbulence.

Hierarchical regression analysis was used to test the hypotheses on the basis of the survey data of 198 firm employees in China.

Both exploratory and exploitative innovations significantly restrain organizational obsolescence. The complementary strategy of ambidextrous innovation is negatively correlated to organizational obsolescence, but the impact of balanced strategy is not significant. Environmental turbulence negatively moderates the relationship between exploratory innovation and organizational obsolescence, whereas it cannot moderate the effect of exploitative innovation.

The empirical and conceptual findings have important implications for organizations countering obsolescence through the construction of a mix strategy of ambidextrous innovation. This study enriches and extends obsolescence theory by introducing the joint mechanism of ambidextrous innovation and environmental turbulence.

According to governance theory, choosing an effective supply chain (SC) governance mechanism can balance the interests and conflicts between enterprises and help them achieve their performance goals. However, incentive and relational governance have not been fully studied in improving enterprise cooperative performance (ECP). This study aims to examine the relationship between incentive and relational governance in general, the direct effects of combined governance strategy (CGS; the combination dimension of the above two governance mechanisms) on ECP and the mediating effects of SC ambidexterity on CGS and ECP in particular.

To test the hypotheses, this study implements hierarchical linear regression and bootstrap with a survey data set of Chinese manufacturing enterprises.

Results demonstrate that incentive and relational governance can generate complementary effects through enabling and compensating mechanisms, and their combination, that is, CGS, can promote ECP more than a single governance approach; CGS is conducive to solving the SC ambidexterity dilemma and can simultaneously enhance SC alignment and adaptability, thus further improving ECP; and SC ambidexterity plays an intermediary role between CGS and ECP.

The present study examines the complex interaction between incentive governance, relational governance, SC ambidexterity, and ECP. Implications for theory and practice are that formulating appropriate CGS can develop SC ambidexterity and improve ECP.

Shareholder heterogeneity reflects the interactive relationship between shareholder groups of different industries and ownership types. This paper aims to discuss the impact of shareholder heterogeneity on ambidextrous corporate innovation.

Combining questionnaire and database data, this study empirically analyzes the internal mechanisms of the impact of shareholder heterogeneity on ambidextrous corporate innovation.

The authors find that shareholder heterogeneity can promote ambidextrous corporate innovation and that board’s decision-making processes play an intermediary role. Specifically, shareholder industry-type heterogeneity promotes ambidextrous corporate innovation by improving procedural rationality in board’s decision-making process, and shareholder ownership-type heterogeneity promotes ambidextrous corporate innovation by improving political behavior in board’s decision-making process. The analysis of the impact degree shows that shareholder industry-type heterogeneity has a greater impact on exploitation innovation, while shareholder ownership-type heterogeneity has a greater impact on exploratory innovation. In addition, the research also shows that shareholder groups dominated by industry-type heterogeneity have an impact on corporate innovation by shaping an engaged board with higher procedural rationality and lower political behavior. Shareholder groups dominated by ownership-type heterogeneity have an impact on corporate innovation by shaping a contested board with higher political behavior and lower procedural rationality.

This study not only enriches the research on shareholder heterogeneity and corporate innovation in the context of transformation but also provides an analytical framework for research on board’s decision-making process.

The construction of digital supply chains to integrate internal and external resources is becoming an important path for manufacturing enterprises to gain competitiveness. However, at present, research on the internal mechanisms of digital supply chain capabilities (DSCC) and enterprise sustainable competitive performance (ESCP) has not been sufficiently studied. Based on contextual ambidexterity theory, this study investigates whether DSCC could enable the realization of supply chain ambidexterity and further explains the mediating role of supply chain ambidexterity on DSCC and ESCP, and the boundary conditions of supply chain governance on supply chain ambidexterity and ESCP.

With a survey data set of 232 Chinese manufacturing enterprises from different industries, the study empirically tests a moderated mediating model and conducts hierarchical linear modeling and bootstrap to test the study's hypotheses.

The results demonstrate that: (1) DSCC positively enhance ESCP; (2) supply chain ambidexterity, which can be regarded as a synergic ability of supply chain alignment and adaptability, partially mediates the positive relationship between DSCC and ESCP; and (3) supply chain governance such as incentive governance positively moderates the association between supply chain ambidexterity and ESCP, but there is no evidence that relational governance moderates their relationship.

This paper proposes a new interpretive perspective to understand digital supply chains. More importantly, it reveals the importance of DSCC in contributing toward supply chain ambidexterity and ESCP, and demonstrates the differential regulating action of incentive and relational governance on the association between supply chain ambidexterity and ESCP, with implications for both academics and practitioners.

Business model design (BMD) is essential for firms to interact with stakeholders and gain competitive advantages in a changeable business environment. The advances in digital technologies create plenty of opportunities for the transformation of BMD. However, the effect of digital-based BMD on firm performance and the underlying mechanisms are unclear. Based on dynamic capability theory, this paper aims to introduce a framework elaborating on how digital-based novelty- and efficiency-centered BMD impact firm performance.

To examine the hypotheses, the authors collect data from 277 Chinese manufacturing firms and use hierarchical regression analysis to process the data.

The results indicate that ambidextrous innovation partially mediates the impacts of digital-based novelty- and efficiency-centered BMD on firm performance. Interorganizational learning only strengthens the impact of digital-based efficiency-centered BMD on ambidextrous innovation.

This study reveals the impacts of two distinct digital-based BMD on firm performance and uncovers the underlying mechanisms, which enrich the BMD literature and provide a deeper understanding of B2B marketing.

The purpose of this paper is to examine the link between board of directors’ roles namely strategy, service and control roles and ambidextrous innovation. This study also aims to determine whether the independence and gender diversity of boards have mediating effects in this relationship.

On the basis of a quantitative approach, the authors conducted a survey on all Tunisian-listed firms. A partial least square method was used to analyze the quantitative data. The authors also conducted semi-structured interviews with a sample of boards’ members of the surveyed firms followed by a thematic analysis of the discourses to discuss the results.

Results revealed that ambidextrous innovation is negatively linked to board’s control role. The outcomes of this research show also that ambidextrous innovation is positively associated with board’s service role and that the gender diversity moderates positively this link. Findings do not indicate a significant relationship between board’s strategy role and ambidextrous innovation but show evidence that the relationship is negatively moderated by independent directors, while positively moderated by gender diversity.

This research sheds light on the effects of Boards’ roles on ambidextrous innovation and the moderating effect of board’s gender diversity and independence as well. This paper addresses the gap in the literature as this thematic has not been studied, offering key insights with regard to corporate governance of companies looking to achieve ambidextrous innovation.

The 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.

A multiple-case study approach was used to explore innovation portfolio management in six large organizations that emphasize innovation in their strategies.

The 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.

Managers 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.

In 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.

Previous studies have illustrated that relational embeddedness is an important factor in alliance governance, but the homogeneity of it turned out to be an obstacle in the path of alliance governance research. In light of this theoretical gap, the purpose of this study is to answering the following questions: Is relational embeddedness homogeneous? How does dual relational embeddedness and inter-firm trust influence alliance governance (especially the equity governance)?

Based on the perspective of transaction cost economics, there is traditional “transaction characteristics-prevention cost-alliance governance” framework from Williamson. In this study, we firstly introduce relational embeddedness and inter-firm trust into new model as moderating variable which based on the primary hypotheses in traditional framework; secondly, from the social network view, we analysis the dual nature of relational embeddedness and inter-firm trust. Thirdly, the authors refine the above moderating effect from different type of relational embeddedness and inter-firm trust. The authors conduct empirical analyses based on survey data of 328 Chinese manufacturing enterprises, and multiple regression analyses were used to test the above mentioned moderating effect.

The results show: ERE (economic relational embeddedness) and SRE (social relational embeddedness), respectively, lead to deterrence-based trust and knowledge-based trust. The ERE and deterrence-based trust strengthen the tendency towards hierarchical equity cooperation, while SRE and knowledge-based trust weaken the likelihood of equity cooperation choices being made.

This study has made some encouraging progress, but there are still some problems and elements worthy of further study. First, from the view of independent variables, the authors did not include any transaction characteristics (such as asset co-specificity) in our integrated model. Secondly, and most importantly, the authors found some variables outside the analysis framework (such as whether involving R&D or core technology). After interaction with these variables, it is possible that the moderating role of relational embeddedness and trust, and especially the effects of SRE and KBT on equity cooperative governance, may be reversed.

Inter-firm cooperation is an important and special organization, which can joint interdependent resources to create value. This paper provides suggestions to Chinese enterprises which could help them realize the duality of relationship character and how to properly implement alliance governance. It helps enterprises to realize that relational embeddedness is not homogeneous and clarify the relationship between inter-firm trust and alliance governance. This research indicates the firm manager that effective alliance governance comes from appropriate relational embeddedness and inter-firm trust.

Overall, three contributions emerge: first, the authors construct a relational embeddedness and classical framework that overcomes the traditional deficiencies of being static and one-sided. Secondly, the forward research of dual embeddedness and trust improves the relational embeddedness theory and provides new ideas for subsequent research. Last but not least, the research clearly indicates that ambidextrous relational embeddedness leads to ambidextrous trust, which not only refines the existing research into trust mechanisms, but also clarifies the relationship between trust and alliance governance.