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Managerial ties (i.e. business ties and political ties) could help manufacturers conduct learning ambidexterity by providing external resources. However, the resource management perspective claims that merely accessing external resources does not guarantee learning ambidexterity. As manufacturers utilize their resources by implementing services, this study aims to investigate how the impact of managerial ties on learning ambidexterity depends on human resource service practices (i.e. manager service support and employee service rewards).

This study collected data from 150 high-tech manufacturing firms through a survey-based questionnaire, which was completed by two managers in one firm. The ordinary least squares regression was employed to test the research model and hypotheses.

Business ties hurt learning ambidexterity when manager service support is high, whereas business ties benefit learning ambidexterity when employee service rewards are high. Similar findings are not applied to political ties.

The authors did not examine the mechanism underlying the effect of managerial ties on learning ambidexterity. The non-significant findings on political ties suggest potential mediators for future research. Another limitation is that the study’s data are only from China. Manager ties are also important in other developing countries like Turkey. More data from other countries are needed to test the generalization of the authors’ findings.

First, managers should focus on business ties more than political ties when learning ambidexterity is important to their firms. Second, managers should reward service-oriented employees.

The study enriches the literature on investigating the impact of managerial ties on learning ambidexterity. The authors also contribute to the literature by examining servitization as a service context. Prior studies mainly examine servitization as a driver of firm performance. The findings suggest that servitization as a business context can affect other business activities.

This study explores the influence of partner innovation in board interlock networks on a firm's innovation tendency.

This study collects a sample of publicly listed Chinese firms from 2008 to 2017 and uses fixed-effects ordinary least squares regressions to analyze the data.

This study shows that interlocking partners with different innovation levels than that of the focal firm affect its innovation tendency in distinct ways. For more innovative partners, the innovation level has a U-shaped effect on the focal firm's innovation tendency. In the case of less innovative partners, the innovation level facilitates the focal firm's innovation tendency.

Going beyond previous research that emphasized the role of interorganizational networks in facilitating firm innovation through a unitary learning effect, this study differentiates network partners into two categories based on their relative level of innovation compared with the focal firm and takes the hitchhiking effect into account to highlight potential obstacles in the learning process depending on the innovation conditions of partners. The study advances the literature on organizational learning, social networks and innovation.

The impact of network centrality on innovation performance is inconclusive. The purpose of this paper is to examine how formal and informal institutions affect the influence of network centrality on firms’ innovation performance in emerging economies by integrating social network theory and institutional theory.

Multisource and lagged data from 234 technology-based entrepreneurial firms listed on the Chinese Growth Enterprise Market were leveraged to test a proposed research model.

Results suggest that formal institutions (marketization) positively moderate the relationship between network centrality and innovation performance, whereas informal institutions (social cohesion) negatively moderate this relationship. Moreover, formal and informal institutions have a strong joint impact on such relationship, that is, the effect of network centrality on innovation performance is most positive when marketization is high and social cohesion is low.

This empirical research provides new insights into whether and how firms can grasp the innovation benefits of network centrality by exploring institutional contingencies. It further sheds on light the scope of the network centrality–innovation issue by extending its research context to Chinese entrepreneurial firms.

The purpose of this paper is to explore the antecedents of demand-side search in service strategy of manufacturing firms. In particular, this study examines whether service-oriented human resource management (HRM) practices promote demand-side search by enhancing firms’ market capability as well as how top management service commitment and service organizing moderates this relationship in manufacturing firms.

To test this research model, this study obtains survey data from two distinct informants of 279 manufacturing firms in China. Data were collected applying a standard questionnaire in a five-point Likert scale. The hypotheses are tested using hierarchical regression analysis and partial least squares.

Results show that service-oriented HRM practices can promote demand-side search by enhancing firms’ market capability. Furthermore, it is found that top management service commitment negatively moderates the relationship between service-orientated HRM practices and demand-side search, while service organizing positively moderates this relationship.

Depending on cross-sectional subjective data for the core variables and the choice of Chinese manufacturing firms limit the capacity to generalize the findings.

This research suggests that service-oriented HRM practices are important drivers of demand-side search activities and to take advantage of service-oriented HRM practices, firms should commit to market capability development. In addition, it is better to match service-oriented HRM practices with other service-oriented organizational parameters such as top management service commitment and service organizing.

The study highlights the crucial role of service-oriented HRM practices in demand-side search, the mediating role of market capability and the moderating role of other service-oriented organizational parameters such as top management service commitment and service organizing. This study advances research on knowledge search, servitization and strategic HRM.