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The dynamic environment has necessitated searching for new ways for managing and grooming people for better performance. The purpose of this study is to explore ambidexterity in human resource management (HRM) for better management of paradoxical tensions and its effect on employee performance. Further, this research also addresses the black box in this relationship by evaluating the extraneous (managers’ ambidextrous orientation) and mediating (individual ambidexterity) variables in this relationship.

A quantitative research methodology has been used to explore the ambidexterity in HRM and its impact on employee performance. Around 470 banks have been contacted for data collection. The data have been thoroughly examined for reliability and validity. Further, it has also been checked for common method variance.

The findings revealed that individual ambidexterity mediates the relationship between ambidextrous HRM and employee performance. Further, managers’ ambidextrous orientation moderates the relationship between ambidextrous HRM and individual ambidexterity.

The present study makes an important contribution to the strategic HRM literature in general. The theoretical and practical implications have also been put forth for academic and practical fields. Lastly, the study contributes towards ambidexterity literature by examining it from an HRM perspective.

In this paper, the authors aim to introduce international dynamic marketing capabilities (IDMCs) theoretically derived from marketing capabilities (MCs), dynamic marketing capabilities (DMCs) and international marketing capabilities (IMCs) and provide a novel conceptualization of the concept by applying a holistic view of the international enterprise.

This is a literature review that maps the current research on MCs, DMCs and IMCs and serves as a basis for the theoretical conceptualization of a novel IDMCs concept as well as for the identification of research gaps and the development of future research directions on this phenomenon.

Existing typologies of MCs, DMCs and IMCs are classified into four categories: strategic, operational, analytical and value creation capabilities. A new typology of IDMCs is proposed, consisting of digital MC and dynamic internationalization capability as strategic capabilities, agile IMC, IM excellence and absorptive capability in IM as operational capabilities, IM resilience capability, IM knowledge management capability, AI-enabled IDMC and Industry 4.0-enabled IDMC as analytical capabilities, and ambidextrous IM innovation capability as value creation capability. Finally, the authors identify research gaps and develop research questions that open future research avenues for the coming years.

This paper offers a novel view of MCs, DMCs and IMCs and argues that, in contrast to the majority of previous research, a comprehensive understanding of these is only possible if all levels are considered simultaneously: the strategic, the operational, the analytical and the value creation level. A new conceptualization and typology of IDMCs follows this logic.

In view of the significance of intangible organizational resources and firm sustainability, this study investigates the mediating role of ambidextrous green innovation and the moderating effects of resource orchestration capability in the relationship between green entrepreneurial orientation and green performance.

The research employed a quantitative analysis technique using hierarchical linear regression and a moderated mediation approach on a sample of 409 managers from UAE manufacturing firms to investigate the proposed relationships among the variables.

The research results show that a firm’s green performance is influenced by its green entrepreneurial orientation. Green innovation, both exploratory and exploitative, mediates the link between green entrepreneurial orientation and green performance. Moreover, the association between green entrepreneurial orientation and exploitative green innovation, as well as between exploitative green innovation and a firm's green performance, is strengthened by resource orchestration capability. The findings of the moderated mediation show that when resource orchestration capacity is high, exploitative green innovation has a greater mediating effect on green entrepreneurial orientation and green performance.

This study provides valuable insights for manufacturing firms to achieve sustainable performance and reduce their environmental impact. Firms should adopt proactive environmental strategies and innovative approaches to achieve sustainable green performance by adopting green entrepreneurship and establishing ambidextrous green innovation.

This study contributes to the literature on GEO, ambidextrous green innovation, resource orchestration capability, and green performance. These results provide insight into fostering green innovation in the manufacturing industry, deepen the theoretical foundation for green entrepreneurship, and advance the field of green entrepreneurship study.

Extant studies in entrepreneurship have explored factors that influence the birth and growth of start-up firms; however, there appears to be a dearth of studies examining the influence of founders' ambidextrous orientation on start-ups' success, especially their speed of attaining the coveted status of a “unicorn start-up” – which is considered a mega success in practice. This study examines whether and how founding teams’ collective ambidextrous orientation influences their respective start-ups’ pace of becoming a “unicorn”.

This study empirically analyses 220 interviews by the founders of 83 Indian unicorns in examining the influence of the founding teams’ collective exploration-exploitation capability on their firms' speed to achieve the “unicorn” status. The Cox Hazard model was used to test the hypothesized relationships, and linear ordinary least squares (OLS) regression was used to test the robustness of the results.

The authors find a strong positive relationship between founding teams’ ambidextrous skills and the speed of becoming a unicorn. The study results suggest that the founding teams’ collective exploratory skills may be more influential in their start-up’s speed to unicorn status vis-à-vis their exploitative skills.

This study finds that the founding teams’ ambidextrous orientation and exploratory skills accelerate their start-up’s speed to becoming a unicorn, contributing to the academic discourse on the “unicorn” phenomenon, which is widely acknowledged as a grand success status for start-ups—especially technology and venture capital funded start-ups—among the practitioners. This study contributes to the academic discourse on firm capabilities and founding-team-related antecedents of start-up success by raising a new dimension of the founding team’s ambidextrous orientation.

Drawing upon the social exchange theory, this study examines the interplay of transactive memory system (TMS) with improvisation and market competition intensity for the impact on entrepreneurship performance.

This study used the temporal separation technique and used a questionnaire survey to collect data with a final sample of 423 valid responses forming 74 entrepreneurial teams from firms across 6 cities in China.

The expertise and credibility of the TMS has a significant positive impact on entrepreneurial performance and improvisation which mediates the relationship between the expertise and credibility of the TMS and entrepreneurial performance. The intensity of market competition positively moderates the mediating role of improvisation between the expertise and credibility of the TMS and entrepreneurial performance.

This study contributes to the literature on entrepreneurship in emerging economies and entrepreneurial teams. Literature on TMS lacks studies on entrepreneurship performance. The authors' contextualized TMS perspective examines the impact of specific behavior of improvisation and, therefore, holds the promise to offer a novel angle to investigate how exactly TMS impacts entrepreneurship performance while engaging in micro-level processes and entrepreneurial phenomena such as surprises and response to surprises through improvisation. The study adds the context of social exchange theory to performance of entrepreneurial teams.

Although the published studies have noted that ambidextrous marketing capabilities (AMCs) could improve firm performance, they seem to ignore the differences between mature corporations and new ventures (NVs). Generally, it is impossible for NVs to simultaneously possess two types of marketing capabilities such as marketing exploitation and marketing exploration. They have to make a trade-off between the present market and the future market. This paper seeks to investigate the causal relationship between AMCs (exploitation-dominated AMCs and exploration-dominated AMCs) and entrepreneurial performance in the context of NVs. Furthermore, this paper attempts to explore the internal interaction of entrepreneurial orientation and the external interaction of competitive intensity.

This paper develops a theoretical framework according to configuration theory and investigates the causal relationship between AMCs (exploration-dominated AMCs and exploitation-dominated AMCs) and entrepreneurial performance as well as the moderating roles played by entrepreneurial orientation and competitive intensity based on the survey data collected from 257 Chinese NVs.

The results show that both the exploration-dominated AMCs and the exploitation-dominated AMCs have significant positive effects on entrepreneurial performance. However, the moderating roles played by entrepreneurial orientation and competitive intensity in the causal relationships are different and complicated. Specifically, entrepreneurial orientation negatively moderates the relationship between exploitation-dominated AMCs and entrepreneurial performance and positively moderates the relationship between exploration-dominated AMCs and entrepreneurial performance; competitive intensity positively moderates the relationship between exploitation-dominated AMCs and entrepreneurial performance and negatively moderates the relationship between exploration-dominated AMCs and entrepreneurial performance.

This paper plays a pioneering role in enriching the theoretical connotation of AMCs, improving the theoretical framework of AMCs and expanding the theoretical application of AMCs by analyzing and confirming the causal relationships between AMCs and entrepreneurial performance in the context of NVs, which is different from the previous studies. In addition, this paper also makes a valuable contribution to management practices, such as leading NVs, to match different types of AMCs with internal and external conditions for improving entrepreneurial performance.

This paper aims to explore the relationship between owner-manager or leader’s ambidextrous leadership style and its effect on human resource management (HRM) practices, contextual ambidexterity and knowledge-intensive small- and medium-enterprises (SMEs) strategic agility.

This study presents an in-depth qualitative case study analysis of two knowledge-intensive SMEs from India’s information technology and health-care products industry serving a range of global clients. Using the theoretical lenses of empowerment-focused HRM practices, ambidextrous leaders, contextual ambidexterity and strategic agility, semi-structured interview data of leaders, managers and employees of the case organizations were analysed. Through a two-staged analytical process, we abductively developed a novel conceptual framework at the intersection of the above theoretical lenses.

The findings suggest that the knowledge-intensive SME’s strategic agility, ambidexterity and empowerment-focussed HRM approach was influenced by the owner-manager or leader’s ambidextrous leadership style and their philosophy towards managing people and had a positive impact in creating a culture of trust, participation, risk-taking and openness, and led to delivering innovative products and services as well as several positive employee-level outcomes.

Recent literature reviews on HRM In SMEs highlight several gaps, including the impact of owner-manager or leader’s philosophy of managing people in shaping HRM practices and employee outcomes. This paper thus adds to the existing literature on HRM and knowledge-intensive SMEs.

The purpose of this paper is to investigate how absorptive capacity mediates the relationship between ambidextrous organizational learning and performance among small and medium-sized enterprises (SMEs).

Based on the resource-based view (RBV) and the dynamic capability approach, this paper uses the resource-capability-performance framework to construct the theoretical model of this study and tests the theoretical model with the questionnaire survey data of 189 SMEs in mainland China.

Ambidextrous organizational learning has different effects on SMEs' performance in terms of survival performance and growth performance. Both exploitative learning and exploratory learning have positive effects on absorptive capacity, and absorptive capacity has positive influences on both the survival performance and growth performance of SMEs. Absorptive capacity plays different mediating roles in the relationships between ambidextrous organizational learning and SMEs' performance: absorptive capacity plays a partial mediating role in the relationship between exploratory learning and SME growth performance, while absorptive capacity plays complete mediating roles in other relationships.

Managers must stress the use of exploratory learning in order to promote SMEs' growth performance. However, to foster both absorptive capacity and SME performance in terms of survival and growth, managers must pay more attention to take advantage of ambidextrous organizational learning. Government as policymakers should create a favorable environment that enable SMEs to benefit much more from the deployment of ambidextrous organizational learning and absorptive capacity.

To the best of authors’ knowledge, this study is the first to theorize and test the mediating role of absorptive capacity in the linkage between ambidextrous organizational learning and SME performance in terms of survival and growth. Additionally, this study also is the first to provide empirical support for the impact of ambidextrous organizational learning on absorptive capacity among SMEs.

This study aims to introduce a multilevel micro-foundational perspective on supply chain (SC) ambidexterity, grounded in organizational learning and adaptation research. It investigates the interplay of contextual factors, strategic orientation and a bundle of supply chain management practices to foster ambidextrous performance.

Leveraging a blend of perceptual and objective data and measures, this study explores the intricacies of macro and micro factors at multiple levels, offering empirical support for the research framework. The interrelationships among these factors are scrutinized through three analytical approaches: selection, interaction and system forms of interdependence analysis.

First, the authors offer empirical support for their conceptual model, illustrating that ambidexterity behavior and outcomes in the SC emanate from intricate interactions between macro and micro factors across various levels. Second, the authors present robust empirical evidence endorsing a system/gestalt form of interdependence analysis in capturing SC ambidexterity and performance. This analytical approach effectively captures the complementarity and contradictory interdependence among the opposing poles of efficiency and responsiveness.

The organizational and SC activity configuration faces numerous paradoxical tensions, such as profitability versus sustainability. This study offers valuable insights into establishing an ambidextrous system capable of navigating and addressing these paradoxical situations.

This study focuses on how a small and medium-sized enterprise's (SME's) main strategic orientation can affect SMEs' approach to innovation. The authors aim to answer the following simple yet important questions: how do SMEs with market orientation (MO) and those with entrepreneurial orientation (EO) differ in terms of innovation performance? Do MO and EO have conflicting effects on the process of innovation at SMEs? If so, how does this conflict affect the innovation performance of SMEs?

This study explores the effects of MO and EO on different types of technological innovation among SMEs using data collected from 124 INNOBIZ-certified manufacturing SMEs in South Korea. Logistic regression analysis and moderated regression analysis were conducted to test the hypotheses.

The empirical results demonstrate that MO and EO engender different kinds of technological innovations. MO stimulates “new-to-the-firm” product innovation, while EO drives “new-to-the-industry” innovation in processes and products. Furthermore, SMEs' overall innovation performance will suffer from the conflicting interplay between MO and EO.

The findings of this study encourage SMEs to concentrate SMEs' resources and learning efforts on one specific innovation orientation and only then to develop SMEs' ambidextrous managerial capabilities. This study offers academic contributions in that the study overcomes the limitations of past studies on the strategic orientation of SMEs by empirically confirming the dilemmas faced by SMEs and expands the theoretical understanding of the relationship between MO and EO.