Document Type

Article

Publication Date

2022

DOI

10.1002/sres.2876

Publication Title

Systems Research and Behavioral Science

Volume

39

Issue

3

Pages

668-678

Abstract

In today's highly competitive world market, businesses can hardly maintain their competitiveness without strong innovation abilities. In the past, many Chinese enterprises have enjoyed success through imitation. But to continue to succeed in a global marketplace, they must develop ambidextrous innovation abilities. The resource‐based theory eloquently posits that competitive advantage is associated with different and heterogeneous resources. To obtain such resources, firms must establish an external network to acquire necessary knowledge and skills. In this paper, we develop a theoretical model linking network orientation, organisational improvisation, ambidexterity and competitive tension. We postulate that organisational improvisation has a mediating effect and competitive tension is a moderator. Empirical results (N = 340) show that (1) network orientation leads to both exploratory and exploitative innovations, (2) the above effect is mediated by organisational improvisation and (3) competitive tension positively moderates the effect between network orientation and organisational improvisation.

Comments

© 2022 The Authors.

This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND 4.0), which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

ORCID

0000-0003-4210-4142 (Zhang)

Original Publication Citation

Zhang, A., & Zhang, W. (2022). Network orientation, organisational improvisation and innovation: An empirical examination. Systems Research and Behavioral Science, 39(3), 668-678. https://doi.org/10.1002/sres.2876

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