Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and Taiwan
Disruptive innovation forces small-business managers to innovate by carrying out exploitation and exploration activities simultaneously. This ambidexterity is crucial to the survival of today’s businesses, especially small and medium-sized enterprises (SMEs). In the organizational structure of SMEs,...
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| Format: | Article |
| Language: | English |
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Elsevier
2022-08-01
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| Series: | Journal of Open Innovation: Technology, Market and Complexity |
| Subjects: | |
| Online Access: | https://www.mdpi.com/2199-8531/8/3/141 |
| _version_ | 1797642439923597312 |
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| author | Nahiyah Jaidi Siswantoyo Jane Liu Zahrotush Sholikhah Mega Murti Andhini |
| author_facet | Nahiyah Jaidi Siswantoyo Jane Liu Zahrotush Sholikhah Mega Murti Andhini |
| author_sort | Nahiyah Jaidi |
| collection | DOAJ |
| description | Disruptive innovation forces small-business managers to innovate by carrying out exploitation and exploration activities simultaneously. This ambidexterity is crucial to the survival of today’s businesses, especially small and medium-sized enterprises (SMEs). In the organizational structure of SMEs, the manager and owner play an essential role in determining the business orientation. This study examined the influence of SME managers’ social networks on the organization’s ambidexterity and its impact on the firm’s innovation performance. This study used two moderating variables in the form of two internal factors in respect to managers: how proactive they are and their commitment to innovation. The study population was drawn from SMEs in the creative manufacturing sector in Indonesia and Taiwan, with a total sample of 224 SMEs, including 101 from Indonesia and 123 from Taiwan. The analytical technique was the PLS-SEM, conducted by the Smart-PLS software version 3.3.6: Hamburg, Germany. The results supported the construction in both countries. The results of the multiple-group analysis show that the SMEs in Indonesia exhibited greater ambidexterity, commitment to innovation, and innovation performance than those in Taiwan. |
| first_indexed | 2024-03-11T14:00:18Z |
| format | Article |
| id | doaj.art-7408a254601646b88d52c6df33714f1b |
| institution | Directory Open Access Journal |
| issn | 2199-8531 |
| language | English |
| last_indexed | 2024-03-11T14:00:18Z |
| publishDate | 2022-08-01 |
| publisher | Elsevier |
| record_format | Article |
| series | Journal of Open Innovation: Technology, Market and Complexity |
| spelling | doaj.art-7408a254601646b88d52c6df33714f1b2023-11-02T04:44:05ZengElsevierJournal of Open Innovation: Technology, Market and Complexity2199-85312022-08-01814114110.3390/joitmc8030141Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and TaiwanNahiyah Jaidi0Siswantoyo1Jane Liu2Zahrotush Sholikhah3Mega Murti Andhini4Department of Management, Faculty of Economics, Universitas Negeri Yogyakarta, Yogyakarta 55281, IndonesiaDepartment of Sport Coaching Education, Faculty of Sport Science, Universitas Negeri Yogyakarta, Yogyakarta 55281, IndonesiaDepartment of Marketing and Logistics Management, Chaoyang University of Technology, Taichung 413, TaiwanDepartment of Management, Faculty of Economics, Universitas Negeri Yogyakarta, Yogyakarta 55281, IndonesiaDepartment of Management, Faculty of Economics, Universitas Negeri Yogyakarta, Yogyakarta 55281, IndonesiaDisruptive innovation forces small-business managers to innovate by carrying out exploitation and exploration activities simultaneously. This ambidexterity is crucial to the survival of today’s businesses, especially small and medium-sized enterprises (SMEs). In the organizational structure of SMEs, the manager and owner play an essential role in determining the business orientation. This study examined the influence of SME managers’ social networks on the organization’s ambidexterity and its impact on the firm’s innovation performance. This study used two moderating variables in the form of two internal factors in respect to managers: how proactive they are and their commitment to innovation. The study population was drawn from SMEs in the creative manufacturing sector in Indonesia and Taiwan, with a total sample of 224 SMEs, including 101 from Indonesia and 123 from Taiwan. The analytical technique was the PLS-SEM, conducted by the Smart-PLS software version 3.3.6: Hamburg, Germany. The results supported the construction in both countries. The results of the multiple-group analysis show that the SMEs in Indonesia exhibited greater ambidexterity, commitment to innovation, and innovation performance than those in Taiwan.https://www.mdpi.com/2199-8531/8/3/141ambidexteritymanagerial social networksproactive managerialcommitment to innovationinnovation performanceSMEs |
| spellingShingle | Nahiyah Jaidi Siswantoyo Jane Liu Zahrotush Sholikhah Mega Murti Andhini Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and Taiwan Journal of Open Innovation: Technology, Market and Complexity ambidexterity managerial social networks proactive managerial commitment to innovation innovation performance SMEs |
| title | Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and Taiwan |
| title_full | Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and Taiwan |
| title_fullStr | Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and Taiwan |
| title_full_unstemmed | Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and Taiwan |
| title_short | Ambidexterity Behavior of Creative SMEs for Disruptive Flows of Innovation: A Comparative Study of Indonesia and Taiwan |
| title_sort | ambidexterity behavior of creative smes for disruptive flows of innovation a comparative study of indonesia and taiwan |
| topic | ambidexterity managerial social networks proactive managerial commitment to innovation innovation performance SMEs |
| url | https://www.mdpi.com/2199-8531/8/3/141 |
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