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Firms face high velocity conditions today that render product market strategies increasingly temporal. Strategic flexibility is critical for enabling rapid adaptation to a changing environment. At the same time, managerial commitment to product‐market strategy signifies the extent to which a manager comprehends and supports the strategy and reflects a necessary sense of ownership for any chosen product‐market strategy. The purpose of this paper, then, is to examine strategically ambidextrous firms through the twin lenses of flexibility and commitment to determine whether performance benefits accrue from such characteristics.

While traditional research streams examine strategic flexibility and commitment to product‐market strategy as opposing ends of a continuum, this paper adopts a broader perspective and examines strategic flexibility and commitment to product‐market strategy as elements of strategically ambidextrous firms. Cluster analysis is used to identify groups of high and low strategically ambidextrous firms.

Strategically ambidextrous firms exhibit commitment to product‐market strategy, which enables the effective realisation of selected strategies through focusing managerial attention and firm resources, and strategic flexibility, which enables adaptation of the planned product‐market strategy based on feedback received, or abandonment followed by new strategic choices and impetus. The paper reveals that firms with high strategic ambidexterity exhibit significantly greater levels of strategic resources, decentralisation, product‐market strategy process effectiveness, and implementation effectiveness compared with low ambidexterity firms. Thus, strategic ambidexterity is revealed to endow significant performance benefits.

This paper addresses the need to examine ambidexterity as “flexible commitment”.

Drawing on the burgeoning proactive market orientation literature and its role within the organizational learning‐performance thesis, the aim of this aricle is to investigate further this nomological network.

The article adopts a market knowledge diffusion approach to examine the effect of organizational learning (a second‐order construct composed of knowledge acquisition, information distribution, information interpretation, and organizational memory) on both (reactive) market orientation and strategic proactiveness. Thereafter, it identifies both the pattern of direct relationships between these constructs and business performance and those moderated by strategic market planning capabilities. Using data generated from European high technology SBUs, the article uses structural equation modelling to test these relationships.

It is found that organizational learning does significantly effect both proactive market orientation and strategic proactiveness. However, there is no direct effect of strategic proactiveness on business performance, but rather this relationship is mediated by market orientation. It is also found that strategic market planning capabilities moderate the market orientation‐business performance relationship.

This study acknowledges the paradox that results from the potential conflict between two important elements of strategy: commitment and flexibility. The article contributes and expands on the existing research by adopting the strategic ambidexterity perspective, effectively considering the co‐existence of commitment and flexibility and the associated positive performance implications.

The purpose of this paper is to outline the articles presented in the Special Issue on the topic of “Marketing and flexibility”, and to discuss key issues associated with major debates relating to flexibility in order to position the articles within a wider context and highlight some key issues for further research.

Themes in prior research relating to “Marketing and flexibility” are documented and the growth of research interest into strategic flexibility is tabulated. The contributions of each article are briefly discussed.

There has been a steady growth of research interest into flexibility. To provide an example of this growth, the increase in the number of articles published on the topic of strategic flexibility in scholarly journals is highlighted over a 20‐year period. Key issues in prior research such as alternative definitions and the different postulated relationships between market orientation and strategic flexibility are revealed, as are issues for future research.

Key issues relating to research into flexibility for marketing scholars are revealed.

The academic inquiry of operational capabilities (OCs) has claimed focal interest in mainstream strategy research. Recent theoretical advances suggest these capabilities are a fundamental trigger to the identification and exploitation of entrepreneurial opportunities. However, the extant literature has been, at best, partial with regard to empirical insights that integrate OCs with entrepreneurial opportunities. Addressing this theoretical lacuna from the standpoint of organisational learning theory, the purpose of this paper is to investigate the interplay between OCs and entrepreneurial opportunities and their overall impact on exporting SME’s growth.

To realise the empirical aims a descriptive research design employing a survey methodology was used. The authors are generated data from a sample of 117 exporting small and medium-sized enterprises (SME) in Croatia. Ordinary least squares regression was employed to test the conceptual model and five derived hypotheses.

The findings demonstrate that market-sensing capabilities are vital in enhancing exporting SME’s opportunity recognition capacity and the rate of international opportunity exploitation that leads to increased firm growth. Also, study findings show that the link between the increased rate of international opportunity exploitation contributes more to the growth when exporting SMEs have highly developed adaptive and innovation capabilities.

This study brings to surface some novel insights about how exporting SMEs can better design their export marketing strategy. The results suggest, OCs occupy key role in the exporting SMEs international venturing efforts by delivering higher growth.

The study contributes to the export marketing strategy field by offering empirical evidence that both capability and opportunity-based views should be assessed simultaneously in explaining exporting SME’s competitiveness. Finally, we offer valuable theoretical and practical implications as well as avenues for further research that should extend our knowledge in the field.