Abstracts
Abstract
In this paper we address the theme of the influence of ambidexterity and strategic flexibility on the export performance of SMEs in the context of emerging markets. Surveying a sample of 305 exporting Turkish SMEs, we test specific hypotheses concerning the respective roles of ambidexterity and strategic flexibility in directly affecting the export performance of the SME. We also test the mediating role of strategic flexibility in the relationship between ambidexterity and export performance. Our results show that ambidexterity has no direct influence on export performance. They further show that coordination flexibility and decision-making flexibility mediate the relationship between ambidexterity and export performance.
Keywords:
- SME,
- export performance,
- emerging markets,
- organizational learning theory,
- ambidexterity,
- flexibility
Résumé
Dans cet article, nous abordons la question de l’influence de l’ambidextrie et de la flexibilité stratégique sur la performance export des PME, dans le contexte des marchés émergents. En interrogeant un échantillon de 305 PME exportatrices turques, nous testons des hypothèses spécifiques concernant l’influence directe de l’ambidextrie et de la flexibilité stratégique sur la performance export des PME. Nous testons également le rôle médiateur de la flexibilité stratégique dans la relation entre l’ambidextrie et la performance export. Nos résultats montrent que l’ambidextrie n’influence pas directement la performance export. En outre, ils montrent que la flexibilité en matière de coordination et la flexibilité dans la prise de décision sont des médiateurs de la relation entre l’ambidextrie et la performance export.
Mots-clés :
- PME,
- performance export,
- marchés émergents,
- théorie de l’apprentissage organisationnel,
- ambidextrie,
- flexibilité
Resumen
En este artículo, abordamos la cuestión de la influencia de la ambidexteridad y la flexibilidad estratégica en los resultados de exportación de las pymes en el contexto de los mercados emergentes. Para ello, mediante entrevistas a una muestra de 305 pymes turcas exportadoras, comprobamos hipótesis específicas sobre la influencia directa de la ambidexteridad y la flexibilidad estratégica en los resultados de exportación de las pymes. También comprobamos el papel mediador de la flexibilidad estratégica en la relación entre ambas variables. Nuestros resultados muestran que la ambidexteridad no influye directamente en los resultados de exportación. Además, revelan que la flexibilidad en la coordinación y la flexibilidad en la toma de decisiones actúan como mediadores en la relación entre ambidexteridad y resultados de exportación.
Palabras clave:
- PYME,
- resultados de exportación,
- mercados emergentes,
- teoría del aprendizaje organizativo,
- ambidexteridad,
- flexibilidad
Appendices
Bibliography
- Abernathy, W. J. & Clark, K. B. (1985). Innovation: Mapping the winds of creative destruction. Research Policy, 14(1), 3-22. DOI: 10.1016/0048-7333(85)90021-6
- Ahmadi, M. & Osman, M. H. M. (2018). How can Small and Medium-sized Enterprises Maximize the Benefit Derived from Strategic Flexibility? The Moderating Effect of Contextual Ambidextrous Learning. Indian Journal of Science Technology, 11(11), 1-10. DOI: 10.17485/ijst/2018/v11i11/118692
- Aymard, C., Brulhart, F., & Vieu, M. (2020). Les facteurs de poursuite de l’implantation internationale des PME au Maghreb: exploration du rôle de l’expérience de la firme et du résultat de la première implantation. Management international, 24(3), 46-60. DOI: 10.7202/1072622ar
- Altun, I. (2017). Determinants of The Export Performance of SMEs: Comparative Analysis of Turkish SMEs Exporting to Middle East and European Regions. International Journal of Business and Social Science, 8(3), 75-88. DOI:
- Auh, S. & Menguc, B. (2006). Diversity at the executive suite: A resource-based approach to the customer orientation–organizational performance relationship. Journal of Business Research, 59(5), 564-572. DOI: 10.1016/j.jbusres.2005.10.006
- Azar, G. & Ciabuschi, F. (2017). Organizational innovation, technological innovation, and export performance: The effects of innovation radicalness and extensiveness. International Business Review, 26(2), 324-336. DOI: 10.1016/j.ibusrev.2016.09.002
- Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120. DOI: 10.1177/014920639101700108
- Benner, M. J. & Tushman, M. L. (2003). Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review, 28(2), 238-256. DOI: 10.2307/30040711
- Bouhalleb, A. & Smida, A. (2020). Exploring the relationship between scenario planning and strategic flexibility and complexity. European Journal of International Management, 14(3), 473-493. DOI: 10.1504/EJIM.2019.10016812
- Brulhart F. (2002), Les Facteurs Clés de Réussite des Partenariats Verticaux Logistiques: le Cas de la Relation Chargeur Agro-alimentaire – Prestataire Logistique, Thèse de doctorat en Sciences de Gestion, Université de la Méditerranée (Aix-Marseille II).
- Brulhart, F., & Favoreu, C. (2023). Stratégie-2e éd. Dunod, Paris.
- Bryne, B.M. (2001). Structural equation modeling with AMOS: Basic concepts, applications, and programming. Erlbaum, Machwah, NJ.
- Cadogan, J.W., Sundqvist, S. Puumalainen, K. & Salminen, R.T. (2012). Strategic flexibilities and export performance: The moderating roles of export market‐oriented behavior and the export environment. European Journal of Marketing, 46(10), 1418-1452. DOI: 10.1108/03090561211248107
- Calantone, R. J., Schmidt, J. B., & Song, X. M. (1996). Controllable factors of new product success: A cross-national comparison. Marketing Science, 15(4), 341-358. DOI: 10.1287/mksc.15.4.341
- Cao, Q., Gedajlovic, E. & Zhang, H. (2009). Unpacking organizational ambidexterity: Dimensions, contingencies, and synergistic effects. Organization Science, 20(4), 781-796. DOI: 10.1287/orsc.1090.0426
- Chen, J. Sousa, C. M. P. & Xinming, H. (2016). The determinants of export performance: a review of the literature 2006-2014. International Marketing Review, 33(5), 626-670. DOI: 10.1108/IMR-10-2015-0212
- Chen, Y., Wang, Y., Nevo, S. Benitez, J. & Kou, G. (2017). Improving strategic flexibility with information technologies: insights for firm performance in an emerging economy. Journal of Information Technology, 32(1), 10-25. DOI: 10.1057/jit.201
- Chung, H. F., Ding, Z. & Ma, X. (2019). Organizational learning and export performance of emerging market entrepreneurial firms. European Journal of Marketing, 53(2), 257-278. DOI:
- Chung, H.F.L., Yang, Z. & Huang, P.H. (2015). How does organizational learning matter in strategic business performance? The contingency role of guanxi networking. Journal of Business Research, 68(6), 1216-1224. DOI: 10.1016/j.jbusres.2014.11.016
- Colclough, S. N., Moen, Ø., Sakshaug, N. H. & Chan, A. (2019). SME innovation orientation: Evidence from Norwegian exporting SMEs. International Small Business Journal: Researching Entrepreneurship, 37(8), 780-803. DOI: 10.1177/0266242619870731
- Danneels, E. (2008). Organizational antecedents of second‐order competences. Strategic Management Journal, 29(5), 519-543. DOI: 10.1002/smj.684
- Das, T. K. & Elango, B. (1995). Managing strategic flexibility: key to effective performance. Journal of General Management, 20(3), 60-75. DOI: 10.1177/030630709502000
- De Noni, I. & Apa, R. (2015). The moderating effect of exploitative and exploratory learning on internationalisation–performance relationship in SMEs. Journal of International Entrepreneurship, 13(2), 96-117. DOI: 10.1007/s10843-015-0148-6
- Diamantopoulos, A. & Cadogan, J. W. (1996). Internationalizing the market orientation construct: an in-depth interview approach. Journal of Strategic Marketing, 4(1), 23-52. DOI: 10.1080/09652549600000002
- Ebben, J. J. & Johnson, A. C. (2005). Efficiency, flexibility, or both? Evidence linking strategy to performance in small firms. Strategic Management Journal, 26(13), 1249-1259. DOI: 10.1002/smj.503
- Eisenhardt, K. M. & Martin, J. A. (2000). Dynamic capabilities: what are they?. Strategic Management Journal, 21(10‐11), 1105-1121. DOI: 10.1002/1097-0266(200010/11)21: 10/11<1105: : AID-SMJ133>3.0.CO;2-E
- Ferreras-Méndez, J. L., Fernández-Mesa, A. & Alegre, J. (2019). Export performance in SMEs: the importance of external knowledge search strategies and absorptive capacity. Management International Review, 59(3), 413-437. DOI: 10.1007/s11575-019-00379-6
- Fornell, C. & Larcker, D. F. (1981). Structural equation models with unobservable variables and measurement error: Algebra and statistics. Journal of Marketing Research, 18(3), 382–388. DOI; 10.2307/3150980
- Gibson, C. B. & Birkinshaw, J. (2004). The antecedents, consequences and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 209-226. DOI: 10.5465/20159573
- Grewal, R. & Tansuhaj, P. (2001). Building organizational capabilities for managing economic crisis: The role of market orientation and strategic flexibility. Journal of Marketing, 65(2), 67-80. DOI: 10.1509/jmkg.65.2.67.18259
- Guo, H. & Cao, Z. (2013). Strategic flexibility and SME performance in an emerging economy: a contingency perspective. Journal of Organizational Change Management, 27(2), 273-298. DOI: 10.1108/JOCM-11-2012-0177
- Gupta, A.K., Smith, K.G. & Shalley, C.E. (2006). The interplay between exploration and exploitation. Academy of Management Journal, 49(4), 693-706. DOI: 10.5465/amj.2006.22083026
- He, Z. & Wong, P. (2004). Exploration vs. exploitation: An empirical test of the ambidexterity hypothesis. Organization Science, 15(4), 481-494. DOI: 10.1287/orsc.1040.0078
- Helfat, C. E. & Peteraf, M. A. (2003) The dynamic resource‐based view: Capability lifecycles. Strategic Management Journal, 24(10), 997-1010. DOI: 10.1002/smj.332
- Hsu, C.W., Lien, Y.C. & Chen, H. (2013). International ambidexterity and firm performance in small emerging economies. Journal of World Business, 48(1), 58-67. DOI: 10.1016/j.jwb.2012.06.007
- Huett, P., Baum, M., Schwens, C. & Kabst, R. (2014). Foreign direct investment location choice of small- and medium-sized enterprises: The risk of value erosion of firm-specific resources. International Business Review, 23(5), 952-965. DOI: 10.1016/j.ibusrev.2014.02.007
- Ibarra-Morales, L.E., Blanco-Jimenez, M. & Hurtado-Bringas, B.A. (2019). Internationalization of industrial small-medium enterprises in an emerging country. Academia Revista Latinoamericana de Administración, 33(1), 71-94. DOI: 10.1108/ARLA-10-2018-0223
- Ireland, R. D. & Webb, J. W. (2007). Strategic entrepreneurship: Creating competitive advantage through streams of innovation. Business Horizons, 50(1), 49-59. DOI: 10.1016/j.bushor.2006.06.002
- Jaworski, B. J. & Kohli, A. K. (1993). Market orientation: antecedents and consequences. Journal of Marketing, 57(3), 53-70. DOI: 10.2307/1251854
- Johnson, J.L., Lee, R.P.W., Saini, A. & Grohmann, B. (2003). Market-focused strategic flexibility: conceptual advances and an integrative model. Journal of the Academy of Marketing Science, 31(1), 74-89. DOI: 10.1177/0092070302238603
- Junni, P., Sarala, R. M., Taras, V. A. S. & Tarba, S. Y. (2013). Organizational ambidexterity and performance: A meta-analysis. Academy of Management Perspectives, 27(4), 299-312. DOI: 10.5465/amp.2012.0015
- Kassotaki, O. (2022). Review of organizational ambidexterity research. Sage Open, 12(1), 21582440221082127. DOI: 10.1177/21582440221082127
- Katsikeas, C. S., Leonidou, L. C. & Morgan, N. A. (2000). Firm-level export performance assessment: review, evaluation, and development. Journal of the Academy of Marketing Science, 28(4), 493-511. DOI: 10.1177/0092070300284003
- Keen, C. & Wu, Y. (2011). An ambidextrous learning model for the internationalization of firms from emerging economies. Journal of International Entrepreneurship, 9(4), 316-339. DOI: 10.1007/s10843-011-0081-2
- Khan, Z., Amankwah-Amoah, A., Lew, Y.K., Puthusserry, P. & Czinkota, M. (2020). Strategic Ambidexterity and Its Performance Implications for Emerging Economies Multinationals. International Business Review, 31(3), 101762. DOI: 10.1016/j.ibusrev.2020.101762
- Khazanchi, S., Lewis, M. W. & Boyer, K. K. (2007). Innovation-supportive culture: The impact of organizational values on process innovation. Journal of Operations Management, 25(4), 871-884. DOI: 10.1016/j.jom.2006.08.003
- Kilpi, V., Lorentz, H., Solakivi, T. & Malmsten, J. (2018). The effect of external supply knowledge acquisition, development activities and organizational status on the supply performance on SME’s. Journal of Purchasing and Supply Management, 24(3), 247-259. DOI: 10.1016/j.pursup.2017.08.001
- Kim, N. & Atuahene-Gima, K. (2010). Using exploratory and exploitative market learning for new product development. Journal of Product Innovation Management, 27(4), 519-536. DOI: 10.1111/j.1540-5885.2010.00733.x
- Kline, R.B. (1998). Principles and practice of structural equation modeling. Guilford, New York.
- Lages, L. & Montgomery, D.B. (2004). Export performance as an antecedent of export commitment and marketing strategy adaptation: evidence from small and medium sized exporters. European Journal of Marketing, 38(9/10), 1186-1214. DOI: 10.1108/03090560410548933
- Lages, L., Jap, S. & Griffith, D. (2008). The role of past performance in export ventures: a short-term reactive approach. Journal of International Business Studies, 39(2), 304-325. DOI: 10.1057/palgrave.jibs.8400339
- Lambert, D. M. & Harrington, T. C. (1990). Measuring nonresponse bias in customer service mail surveys. Journal of Business Logistics, 11(2), 5-25. DOI
- Lee, S. H. & Makhija, M. (2009). Flexibility in internationalization: is it valuable during an economic crisis? Strategic Management Journal, 30(5), 537-555. DOI: 10.1002/smj.742
- Levinthal, D.A. & March, J.G. (1993). The myopia of learning. Strategic Management Journal, 14(2), 95-112. DOI: 10.1002/smj.4250141009
- Li, R.Y., Sousa, C.M. & He, X. (2020). The impact of exploitation and exploration on export sales growth: the moderating role of domestic and international collaborations. Journal of International Marketing, 28(4), 1-20. DOI: 10.1177/1069031X20963617
- Lisboa, A., Skarmeas, D. & Lages, C. (2013). Export market exploitation and exploration and performance: Linear, moderated, complementary and non-linear effects. International Marketing Review, 30(3), 211-230. DOI: 10.1108/02651331311321972
- Love, J-H. & Roper, S. (2015). SME innovation, exporting and growth: A review of existing evidence. International Small Business Journal, 33(1), 28-48. DOI: 10.1177/0266242614550190
- Lubatkin, M. H., Simsek, Z., Ling, Y. & Veiga, J. F. (2006). Ambidexterity and performance in small- to medium sized firms: The pivotal role of top management team behavioral integration. Journal of Management, 32(5), 646-672. DOI: 10.1177/0149206306290712
- Luo, Y. (2002). Capability exploitation and building in a foreign market: Implications for multinational enterprises. Organization Science, 13(1), 48-63. DOI: 10.1287/orsc.13.1.48.538
- Luo, Y. & Rui, H. (2009). An ambidexterity perspective toward multinational enterprises from emerging economies. Academy of Management Perspectives, 23(4), 49-70. DOI: 10.5465/amp.23.4.49
- Majid, A., Yasir, M. & Yousaf, Z. (2020). Network capability and strategic performance in SMEs: the role of strategic flexibility and organizational ambidexterity. Eurasian Business Review, 11(4), 587-610. DOI: 10.1007/s40821-020-00165-7
- March, J.G. (1991). Exploration and exploitation in organizational learning. Organization Science, 2(1), 71-87. DOI: 10.1287/orsc.2.1.71
- Miller, K.D., Zhao, M. & Calantone, R. (2006). Adding interpersonal learning and tacit knowledge to March’s exploration-exploitation model. Academy of Management Journal, 49(4), 709–722. DOI: 10.5465/AMJ.2006.22083027
- Morgan, N.A., Vorhies, W.D. & Mason, C.H. (2009). Market orientation, marketing capabilities and firm performance. Strategic Management Journal, 30(8), 909-920. DOI: 10.1002/smj.764
- Nadkarni, S. & Narayanan, V. K. (2007). Strategic schemas, strategic flexibility, and firm performance: The moderating role of industry clockspeed. Strategic Management Journal, 28(3), 243-270. DOI: 10.1002/smj.576
- Nienaber, A-M., Schewe, G., Nayir, D. & Holtgrave, M. (2019). Knowledge comes but wisdom lingers! Learning orientation as the decisive factor for translating social capital into organisational innovativeness and performance in Turkey. European Journal of International Management, 13(2), 127-158. DOI: 10.1504/ejim.2019.098142
- O’Reilly, C. A. & Tushman, M. L. (2013). Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives, 27(4), 324-338. DOI: 10.5465/amp.2013.0025
- O’Reilly, C. A. & Tushman, M. L. (2011). Organizational ambidexterity in action: How managers explore and exploit. California Management Review, 53(4), 1-18. DOI: 10.1525/cmr.2011.53.4.5
- Patel, P. C., Terjesen, S. & Li, D. (2012). Enhancing effects of manufacturing flexibility through operational absorptive capacity and operational ambidexterity. Journal of Operations Management, 30(3), 201-220. DOI: 10.1016/j.jom.2011.10.004
- Popadiuk, S. (2012). Scale for classifying organizations as explorers, exploiters or ambidextrous. International Journal of Information Management, 32(1), 75-87. DOI: 10.1016/j.ijinfomgt.2011.07.001
- Raisch, S. & Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375-409. DOI: 10.1177/0149206308316058
- Rialti, R., Marzi, G., Caputo, A. & Mayah, K. A. (2020). Achieving strategic flexibility in the era of big data. Management Decision, 58(8), 1585-1600. DOI: 10.1108/MD-09-2019-1237
- Ribau, C.P., Moreira, A.C. & Raposo, M. (2018). SME internationalization research: Mapping the state of the art. Canadian Journal of Administrative Sciences, 35(2), 280-303. DOI: 10.1002/cjas.1419
- Rojo, A., Llorens-Montes, J. & Perez-Arostegui, M. N. (2016). The impact of ambidexterity on supply chain flexibility fit. Supply Chain Management, 21(4), 433-452. DOI: 10.1108/SCM-08-2015-0328
- Roussel, P., Durrieu, F., Campoy, E. & El Akremi, A. (2002). Méthodes d’équations structurelles: Recherche et Application en Gestion, Editions Economica.
- Sanchez, R. & Mahoney, J. T. (1997). Modularity, flexibility, and knowledge management in product and organization design. IEEE Engineering Management Review, 25(4), 50-61.
- Sanchez, R. (1995). Strategic flexibility in product competition. Strategic Management Journal, 16(1), 135-159. DOI: 10.1002/smj.4250160921
- Santos-Vijande, M. L. López-Sánchez, J. & Trespalacios, J. A. (2012). How organizational learning affects a firm’s flexibility, competitive strategy, and performance. Journal of Business Research, 65(8), 1079-1089. DOI: 10.1016/j.jbusres.2011.09.002
- Shadish, W. R., Cook, T. D. & Campbell, D. T. (2005). Experimental and quasi-experimental designs for generalized causal inference. Boston: Houghton Mifflin. DOI: 10.1198/jasa.2005.s22
- Simsek, Z., Heavey, C., Veiga, J. F. & Souder, D. (2009). A typology for aligning organizational ambidexterity’s conceptualizations, antecedents, and outcomes. Journal of Management Studies, 46(5), 864-894. DOI: 10.1111/j.1467-6486.2009.00841.x
- Skarmeas, D., Lisboa, A. & Saridakis, C. (2016). Export performance as a function of market learning capabilities and intrapreneurship: SEM and FsQCA findings. Journal of Business Research, 69(11), 5342-5347. DOI: 10.1016/j.jbusres.2016.04.135
- Sozuer, A., Altuntas, G. & Semercioz, F. (2017). International entrepreneurship of small firms and their export market performance. European Journal of International Management, 11(3), 365-DOI: 10.1504/EJIM.2017.083874
- Tang, Q., Gu, F.F., Xie, E. & Wu, Z. (2020). Exploratory and exploitative OFDI from emerging markets: Impacts on firm performance. International Business Review, 29(2), 101661. DOI: 10.1016/j.ibusrev.2019.101661
- Teece, D. J., Pisano, G. & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533. DOI: 10.1002/(sici)1097-0266(199708)18: 7<509: : aid-smj882>3.0.co;2-z
- Tippins, M. J. & Sohi, R. S. (2003). IT competency and firm performance: is organizational learning a missing link? Strategic Management Journal, 24(8), 745-761. DOI: 10.1002/smj.337
- Toften, K. (2005). The influence of export information use on export knowledge and performance: Some empirical evidence. Marketing intelligence & planning, 23(2), 200-219. DOI: 10.1108/02634500510589949
- Tushman, M. L. & O’Reilly, C. A. (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 8-29. DOI: 10.2307/41165852
- Venkatraman, N., Lee, G. H. & Iyer, B. (2007). Strategic ambidexterity and sales growth: A longitudinal test in the software sector. Unpublished manuscript, Boston University.
- Vorhies, D. W. & Morgan, N. A. (2005). Benchmarking marketing capabilities for sustainable competitive advantage. Journal of Marketing, 69(1), 80-94. DOI: 10.1509/jmkg.69.1.80.5
- Vorhies, D.W., Orr, L.M. & Bush, V.D. (2011). Improving customer-focused marketing capabilities and firm performance via marketing exploration and exploitation. Journal of the Academy of Marketing Science, 39(5), 736-756. DOI: 10.1007/s11747-010-0228-z
- Voss, G. B. & Voss, Z. G. (2013). Strategic ambidexterity in small and medium-sized enterprises: Implementing exploration and exploitation in product and market domains. Organization Science, 24(5), 1459-1477. DOI: 10.1287/orsc.1120.0790
- Wei, Z., Yi Y. & Yuan C. (2011). Bottom-up learning, organizational formalization, and ambidextrous innovation. Journal of Organizational Change Management, 24(3), 314-329. DOI: 10.1108/09534811111132712
- Wu, J., Wood, G., Chen, X., Meyer, M. & Liu, Z. (2020). Strategic ambidexterity and innovation in Chinese multinational vs. indigenous firms: The role of managerial capability. International Business Review, 29(6), 54-78. DOI: 10.1016/j.ibusrev.2019.101652
- Xiao, S.S., Lew, Y.K. & Park, B.I. (2020). International network searching, learning, and explorative capability: Small and medium-sized enterprises from China. Management International Review, 60(4), 597-621. DOI: 10.1007/s11575-020-00426-7
- Xu, H., Feng, Y. & Zhou, L. (2016). Market Knowledge Development of Indigenous Chinese Firms for Overseas Expansion: Insights from Marketing Ambidexterity Perspective, In T. S. Chan and Geng Cui (Ed.s), Asian Businesses in a Turbulent Environment, Palgrave Macmillan, London, pp. 115-141. DOI: 10.1057/978-1-137-48887-9_6
- Yan, J., Tsinopoulos, C. & Xiong, Y. (2021). Unpacking the impact of innovation ambidexterity on export performance: Microfoundations and infrastructure investment. International Business Review, 30(1), 125-147. DOI: 10.1016/j.ibusrev.2020.101766
- Yaprak, A., Yosun, T. & Cetindamar, D. (2018). The influence of firm-specific and country-specific advantages in the internationalization of emerging market firms: Evidence from Turkey. International Business Review, 27(1), 198-207. DOI: 10.1016/j.ibusrev.2017.07.001
- Zhan, W. & Chen, R. R. (2013). Dynamic capability and IJV performance: The effect of exploitation and exploration capabilities. Asia Pacific Journal of Management, 30(2), 601-632. DOI: 10.1007/s10490-010-9235-3
- Zhou, K. Z. & Wu, F. (2010). Technological capability, strategic flexibility, and product innovation. Strategic Management Journal, 31(5), 547-561. DOI: 10.1002/smj.830

